Ha! Well there you go. I worked for a large company that was perpetually being (and being prepared to be) sold. Three acquisitions in three years, each prece

Ha! Well there you go. I worked for a large company that was perpetually being (and being prepared to be) sold. Three acquisitions in three years, each preceded by a company-wide dictate to increase the company's cash value by lowering costs. My director told me their most powerful cost-cutting lever by far was to lower headcount. So that's what they did. Then after the sale they'd be desperate to hire and train new engineers. The churn killed productivity for years afterward, due to the technical nature of the work. After a year there I still wasn't up to speed. Sometimes the folks in charge are just shortsighted and incompetent.