Dear Paul Griggs,
As weeks have passed since that October morning, I’ve had time to reflect on the weight of change and its rippling effects throughout our lives. As reported by The Wall Street Journal in September 2024, I became one of the 1,800 faces—people with families, dreams, and dedicated years of service—affected by PwC’s first formal layoffs since 2009. This comes merely five months into your leadership as the new US Senior Partner, and I find myself questioning how such a sweeping decision could be made before completing even your first year in this role.
Having grown from an intern to US Senior Partner within PwC, you understand intimately how the firm nurtures talent and builds careers. Your predecessor successfully maintained stability through numerous challenges, including a global pandemic, without resorting to layoffs or major restructuring. While the firm cited market conditions and the need for organizational transformation, as detailed in The Wall Street Journal, your predecessor demonstrated that even in the most turbulent times, it’s possible to maintain both business success and workforce stability.
Years of memories flashed through my mind when I received the news—late nights bringing creative visions to life, celebrating successful campaigns, collaborating with talented designers and senior leadership, and believing wholeheartedly in our shared mission. Working in the US Creative team wasn’t just a job; it was a calling. We weren’t just creating content; we were shaping PwC’s voice and identity.
That’s why the suddenness of this decision cuts so deep. Each of us has a story. Each of us believed in PwC’s promise of mutual growth, respect, and trust. These weren’t just words on office walls; they were principles that gave us purpose beyond our paychecks.
The abrupt termination of access—the immediate severing of connections with colleagues and projects—speaks volumes about how an organization views its people. In Business Services, where immediate security risks are minimal, such swift disconnection wasn’t just unnecessary; it was deeply dehumanizing. It denied both the departing and remaining team members the basic dignity of proper goodbyes and knowledge transfer. Those who remain now carry not only increased workloads but also the weight of survivors’ guilt, wondering if they’ll face the same jarring end to their own journeys. This approach to separation doesn’t just affect those leaving; it erodes the trust of those who stay.
As I channel my energy into my role as Chief Operations Officer at Hyphens and Spaces, I carry with me both the lessons and perspectives gained. Our consulting firm specializes in helping organizations build truly inclusive cultures where equity isn’t just a goal but a reality. The irony isn’t lost on me that I now help other organizations navigate the very challenges I’ve experienced firsthand.
This restructuring, which journalist Mark Maurer described as part of a broader transformation under your new leadership as US Senior Partner, has rippling effects throughout the organization. The foundation of trust—which isn’t just PwC’s brand promise but the cornerstone of every relationship—requires constant nurturing. When that foundation is tested, it takes intentional effort and time to rebuild. The colleagues who remain are watching closely, not just at what happened, but at how it happened and what comes next.
In sharing these thoughts, I seek to highlight the profound impact leadership decisions have on the lives of real people—individuals with families, aspirations, and deep commitments to their work. Leadership isn’t just about steering the ship; it’s about understanding the crew. True empathy in decision-making isn’t a sign of weakness—it’s the cornerstone of strong leadership that inspires loyalty, drives innovation, and builds lasting legacies.
This letter comes from a place of deep care for PwC and everything it represents. I know that you, having dedicated so many years to this firm, must feel the same way – why else would you have stayed and grown within these walls for so long? This goes beyond you and me; it’s about the legacy of an institution that has shaped countless careers and lives. I write not just for myself, but to give voice to all 1,800 of us affected by this decision, and for those who remain, carrying unspoken thoughts and concerns. My sincere hope is that if you’re reading this, you don’t take this as criticism, but rather as an expression of hope – hope that the culture of trust, innovation, and shared purpose that drew us both to PwC can be preserved even as the firm evolves.
For those who remain at PwC, I hope they find the support and security they deserve. For those of us beginning new chapters, I hope our contributions are remembered as more than just entries on a spreadsheet. And for you, new US Senior Partner, I hope this letter helps you see the human tapestry behind the numbers.
With hope for thoughtful leadership ahead,
Yusef Ramelize Former PwC Employee,
Proud Chief Operations Officer of Hyphens and Spaces
