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3 days ago

Corporate Account Executive-CO/NE/UT

Thomson Reuters Denver, CO

Candidate must reside in sales territory. Denver, Omaha or Salt Lake City are the preferred locations. Outcomes: • Meet new sales quota… Thomson Reuters

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Thomson Reuters President & CEO James C. Smith
James C. Smith
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  1. 4 people found this helpful  

    Everything Except Shoes, Inc.

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    Former Employee - Client Service Specialist in Denver, CO
    Former Employee - Client Service Specialist in Denver, CO

    I worked at Thomson Reuters full-time (more than an year)


    Global operations offer you a chance to interact with some of the most intriguing portfolio managers and analysts around the world. You might talk to a quantitative analyst at a major mutual fund company on one call and then a hedge fund manager in Luxembourg on the next. The Lipper division under Reuters management enjoyed European style benefits, including unlimited sick days on top of your generous vacation package, which made for a very humane work environment. Culturally, the place was one big, relatively happy, slightly dysfunctional family. Some of the most talented colleagues I've every worked with accross the board in a number of different departments. There were some very knowledgeable tenured employees there that you could really respect as global financial industry experts. At the beginning of my employment the Lipper brand was very highly regarded in the institutional investment community, and probably had about 98% market share.


    The Thomson acquisition was the beginning of the end. I've been working in big bad Corporate America for a while now. I've seen entire divisions wiped out due to market downturns (read tech bubble crash). I've seen highly profitable business units take the headcount ax during merger and acquisitions gone wrong. But this was the first time I've seen a profitable, efficient, lean, mean, mature, smart American brand be completely decimated by slash and burn murders and decapitations style global capitalism. Here's the story we've all heard about in the news, but which I had the displeasure of seeing up close at the scene of the accident: Big global monster of a company with multiple, incongruous business units (Thomson) has a ton of cash. But how to increase earnings each quarter to keep the analysts happy and my stock options going up this year asks the senior manager? Growth through acquisitions is the answer. But acquisitions wasn't quite enough. How do you then "create synergies" among your new businesses where there is some overlap? Layoffs is the answer. Ok. Hey, I get it. You're running a business and have two people doing the same job in two different cities. But wait, that's not quite enough to keep those senior management bonuses coming. We've got margin improvement to show. We've got EBITDA numbers to manipulate. Now how do you do that? Innovation? New products? Nope . . . offshoring. Hey, it worked for Dell customer service right? Oh wait, no that was actually a disaster, but what the heck, I'm not hanging around here more than a year anyway thinks the senior manager. If I can cut costs, and show margin improvement by clearing a floor of tenured, highly regarded industry experts that the US and Global mutual fund communities have grown to know and love, and then replace them with dopplegangers in Mumbai, Bangkok, and Manilla at a third of the cost, things are looking good for me at year end. And what's even better I can sell this story of "realizing synergies" to the next company I intended to gut! Bloody brilliant strategy mate.

    Advice to ManagementAdvice

    Growth through slash and burn acquisitions is not a way to run a business, it's a way to get your annual bonus at the expense of human careers.

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