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I don't think so. As I understand it, they wished things had worked out better for him because he was a founder/exec and a bunch of layoffs means it's already g

• arethuza 13y ago
  What happened was that post acquisition there were 3 or so rounds of lay offs each removing about 50% of staff until there was maybe a dozen of us left from the original acquired team. In an attempt to save the team we pitched a new product, which actually had customer interest, to the CEO of the acquirer and he promised he would think about it and come back with an answer. On the day when we got the call from the CEO to tell us whether our proposal was good or not rather than it being myself and our Director of Engineering on our side of the call we had all twelve in the room (although the guys on the other side of the call had no idea). We were told it wasn't going to happen, so everyone knew at that point what was going to happen next. I seem to remember something like laying most of the remaining people off, going to see the HR manager - finding out that my severance package wasn't going to be what I thought it was and I could take a cheque there and then or fight it in court. By that point I was so tired of the whole thing I took the cheque without a fight and moved on.... [NB I was involved in actually doing a substantial portion of the lay offs in each phase - after a while people really did not want to have 1 on 1 meetings with me].
  • gaius 13y ago
    I think in your situation I would have made HR do their own dirty work.