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The Infiniti QX80 Track Spec concept.

The QX80 Red Sport was originally expected to reach dealerships this summer, but Infiniti is now taking a new approach to the project, pushing its arrival back by at least a year. The Red Sport may now join the lineup as part of the QX80's mid-cycle refresh in 2028.

The initial thinking had been that the Red Sport would focus on adding power and sportier looks, but that most of the more serious mechanical upgrades would be left to a production version of the Track Spec concept. Now, however, Infiniti is reportedly planning to supplement the added power with suspension and brake upgrades, along with even more hardcore styling. Vice president of Infiniti Americas Eric Ledieu told Automotive News, "As we have started to work on the project, we’re realizing that power alone is not sufficient."

"We know we have one chance at a first impression when it comes to this type of product," he explained. "When you’re paying six figures for a performance-based SUV of this size and scale, it needs to deliver."

The QX80 on sale now comes with a 450-hp twin-turbocharged 3.5-liter V-6, and Infiniti said that the power increase will be significantly more than 20 percent. The company wants the SUV to sprint to 60 mph in under five seconds, which would represent a significant improvement over the 6.1-second dash we recorded at the test track in an all-wheel-drive QX80 Autograph.

The exterior design will also be revised with a more aggressive look than originally planned, which will include a new grille, a reworked lower front fascia, wide fender flares, and aerodynamic doodads. There will also be a new active exhaust system, 24-inch wheels, and changes to the cabin to elevate it above the regular QX80. Some of these new elements are similar to the proposed upgrades for the QX80 Track Spec.

The Red Sport is expected to cost around $30,000 more than the QX80 Sport, which currently starts at $104,140. Infiniti is reportedly aiming for annual sales of over 600 units. We've reached out to Infiniti for comment on the report and will update this article when we hear back.

If you're wondering where this change in scope for the Red Sport leaves the production version of the Track Spec, well, the answer is that the Track Spec's fate is now up in the air. Originally intended to make close to 700 horsepower, the Track Spec would require notable changes to the powertrain and may not end up being worth the R&D investment. With the Red Sport getting even more serious, it may end up serving as the sole performance variant for the QX80.

➡️ Skip the lot. Let Car and Driver help you find your next car.

Caleb Miller began blogging about cars at 13 years old, and he realized his dream of writing for a car magazine after graduating from Carnegie Mellon University and joining the Car and Driver team. He loves quirky and obscure autos, aiming to one day own something bizarre like a Nissan S-Cargo, and is an avid motorsports fan. %!s()

Cumberland Heights began that second way. As a boy, I saw pieces of it unfold.

Today, Cumberland Heights says its mission as “to transform lives, giving hope and healing to those affected by alcohol or drug addiction.” In current clinical language, I would describe that mission as bringing hope and healing to people and families affected by alcohol and other substance use disorders. The words have evolved. The suffering, the family anguish, and the need for recovery and restoration remain deeply human.

My dad, Dr. Thomas F. Frist Sr., was a physician in the old, intimate meaning of the word. As a child, I watched him treat governors and business leaders, prisoners and patients, the vulnerable and the wealthy. He made house calls. He knew spouses, children, worries, habits, and hopes. His attention and caring always began with the person in front of him.

And that is how Cumberland Heights began, through one person in front of him.

Robert “Bob” Crichton was a Nashville entrepreneur, a neighbor, a friend, and Dad’s patient. Bob was living with alcoholism, or in today’s vernacular, alcohol use disorder, and he came to Dad for help, as so many others did. This was the early 1960s. Dad researched the best treatment available in the country and directed him to Hazelden in Center City, Minnesota. Bob returned with a conviction that Tennessee, and really the whole South, needed a residential treatment center of comparable quality closer to home and available to working families.

That idea came to Dad through a channel he trusted: a patient with lived experience and a practical vision. Dad often said he relied on others because good ideas frequently came from people who understood a problem from the inside. Bob understood this one; he lived it.

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Dad’s initial response was to decline, simply because he was too overwhelmed with other commitments. He already carried a tremendous load: a demanding medical practice, hospital leadership at Park View Hospital, teaching responsibilities at Vanderbilt, service at City Hospital, church commitments, school board service, and for all of us a family life. He told Bob he simply physically could never give the project the attention it truly deserved.

That night before going off to sleep, as he often did, Dad reviewed the happenings of the day with my mother, Dorothy Cate Frist. Mother listened as he vividly described Bob’s vision, the need in Tennessee, and the effectiveness of Hazelden. She asked questions. Then, just before sleep, she said something that changed everything: “I really pray that someone will step up to make Bob’s vision happen. It could make a lot of people’s lives better.” I was listening from the hallway through the opened door.

Dad tossed and turned all night.

By morning, he had totally changed course. At 7:00 a.m. from the kitchen table, he called Bob and said he would help. When Bob asked where to begin, Dad gave the answer that defined so much of his leadership: let’s get good people who know what they are doing.

They did exactly that. Bob contacted Lon Jacobsen, then chief counselor at Hazelden, and Dad and Bob asked him to help design the Nashville facility, replicating much of the Hazelden model, and a few weeks later asked him to come south to run it. Jacobsen agreed.

Next came the land. My whole childhood, Dad loved driving around Middle Tennessee looking at property, imagining what could be built, restored, or made useful. He just loved land and a sense of place. As the center idea was taking shape, Dad and Bob found a 177-acre farm for sale on River Road, northwest of downtown Nashville, near the Cumberland River. I remember as a 12-year-old riding out there with them one day. It had rolling hills, a modest home, a small caretaker’s cottage, and a barn.

And then there was question of what the new center should be called.

One day, riding around the farm with Dad, Mother saw the rolling hills by the river and suggested they call the new facility “Cumberland Heights.” The name held both geography and aspiration. Cumberland rooted the place in the river and the region. Heights captured the cliffs and the dreams; it suggested perspective, rising, and hope. Yes, Mother did more than encourage Dad to act. She gave the place a name worthy of its purpose.

That has always mattered to me. Dad brought the physician’s eye. Bob brought the courage of personal experience. Mother brought moral clarity and language. She saw the families behind the illness, and she understood that substance use disorder reaches spouses, children, parents, employers, friends, and entire communities. She sensed that a place for recovery needed clinical competence, yes, but also beauty, dignity, and welcome.

The early fundraising reflected the best of Nashville civic leadership. Dad’s first move was to call together doctor friends and business acquaintances for a meal in the dining room of Third National Bank. Present were Jack C. Massey, a patient of Dad’s who had recently purchased Kentucky Fried Chicken; businessman John Sloan of Cain Sloan department store; and Sam Fleming, Dad’s close friend and patient, and legendary president of the bank. Bob shared his recovery story. Dad explained the lack of treatment facilities in the Mid-South. Dad then painted the vision for the River Road facility.

That moment captures something special about Dad. He could convene people because they trusted him. Physicians trusted him. Business leaders trusted him. Clergy trusted him. Families trusted him. His credibility came from years of quiet, humble service in the community, careful listening, long hours of work, and personal integrity.

The original founding circle was broad. Bob Crichton and Dad were central. Mother was central in a different, deeply human way. Lon Jacobsen brought clinical expertise from Hazelden. Sam Fleming, Jack Massey, John Sloan, and others helped bring credibility, capital, and civic support. The early board also included leaders from business, clergy, and community life. That coalition mattered because substance use disorder was always more than a medical issue. It was also a family issue, a workplace issue, a church issue, and a community issue.

By year end, more than $284,000 had been raised. Groundbreaking took place on January 13, 1966. The facility opened with three patients on July 25, 1966, sixty years ago this month. By the end of that first year, Cumberland Heights had treated 97 patients from 16 states and one foreign country. The foundation had been laid.

Cumberland Heights grew because it was built around the whole person. Dad knew that durable recovery involved body, mind, spirit, family, and community. He supported nutrition, exercise, spiritual care for those who sought it, and the dignity of a beautiful campus. He believed people in recovery deserved serious, holistic care and an immersive setting that helped them envision a new life.

Dad’s role continued long after the founding. He stayed on the board. He recommended board members. He referred patients. He encouraged donors. He encouraged us individually, his children, to continue to support the institution in years to come. He brought visitors to see the campus. He paid attention to the details that shaped the spirit of the place.

One story I love is that in the summer, he and Mother would go out for ice cream, then keep driving all the way to River Road so he could quietly just check in on Cumberland Heights. That was Dad. He could found an institution, then years later still care enough to use his little free time to drive by and see how it was doing.

Another story shows how fiercely he protected the campus. In the late 1980s, a landfill was proposed within seventy-five yards of Cumberland Heights. The board fought it, yet the usual channels were failing. Dad helped devise a solution involving a property swap, using land of his own to redirect the landfill company away from River Road. That was more than strategy. It was stewardship. He knew the land itself helped people heal, and he was willing to use his own property to protect the sanctity and beauty of the place.

Over time, Cumberland Heights has expanded far beyond the original adult men’s program. A women’s program began in 1975, a family program in 1979, adolescent treatment in 1985, outpatient programs in 1987, the Recovery Care Advocate program in 2018, and the Research Institute in 2019. More recently, Cumberland Heights relaunched a Professionals Program for people in sensitive occupations such as lawyers, doctors, nurses, and pilots, and opened ARCH Academy Ridgeview for adolescent girls in 2025.

That evolution would have pleased Dad. He believed in measurement before it was fashionable. He believed in outcomes, high standards, and learning from experience. Cumberland Heights’ Research Institute now measures and monitors patient change, applies modern data science, collaborates with researchers, and explores treatment outcomes to improve recovery success.

The scale today is striking. The organization treats about 2,500 patients each year across its Tennessee locations. Those numbers represent individuals, and they also represent families beginning their own recovery.

The Family Life Center holds special meaning for our family. The 40th anniversary celebration included groundbreaking for two campus additions: the 24,000 square foot Hazel Hawkins Martin Center and the 40,000 square foot Frist Family Life Center. The center honored Mother and Dad together, exactly as it should have. Our family contributed financially toward it, and in October 2007 all five of us original Frist children gathered with our spouses to commemorate its dedication.

For us, that day was larger than a building opening. It was a continuation of our parents’ founding legacy. Mother had helped Dad say yes. Mother had named the place. Dad had helped gather the people, raise the money, find the land, and define the mission. Their children and families were there because Cumberland Heights had become part of our own family story.

At one ceremony in the Founders’ Room, a former residential patient spoke about what Cumberland Heights had meant to his recovery. Dad listened and was visibly moved. He nodded toward the man and said, “That’s what I really care the most about, right there.”

That sentence tells the story better than any institutional history.

For Dad, buildings mattered because people could heal inside them. Boards mattered because governance could protect the mission. Fundraising mattered because resources could open doors. The measure of Cumberland Heights was always the person who found recovery, the spouse who regained hope, the child who got a parent back, the mother who saw her child once again thrive, the family that could breathe again.

This story I’ve written to share how one family has been so connected with Cumberland Heights. So many other families who have done so much for the institution have equally meaningful and powerful stories to tell. Over the years, the financial backbone of Cumberland Heights has included families whose names are woven into Nashville’s civic and philanthropic history: the the Crichtons, the Martins, the Masseys, the Flemings, the Sloans, and so many other generous families and foundations — large and small — whose support helped and continue to help the institution grow from a small River Road treatment center into an invaluable national recovery system.

I often write about leadership, capital, innovation, and scale. Cumberland Heights is a story about all those things, yet at its core it’s a story about compassion organized into action. It began with Bob Crichton’s courage, my mother’s moral clarity, and my father’s willingness to change his mind.

It also began with a name.

Cumberland Heights.

Mother saw the hills along the river and gave the place words that still fit. A person comes there from the low ground frequently of fear, sometimes shame, and broken relationships. The aspiration is to rise, to see differently, to recover life.

Sixty years later, that name still carries the promise.

Cumberland Heights continues to transform lives. It continues to give hope and healing. It continues to remind us that enduring institutions often begin in the simplest way: one person in need, a few friends with a vision, one mother with moral clarity, and one physician willing to say yes. %!s()

The highly anticipated match on Wednesday is being played in a tense atmosphere as the reigning world champions face a top-10 ranked team for the first time in the tournament.

The match heated up quickly, as arms went flying and words were exchanged between players from both sides, but the first half ended with everything except a goal or even a shot on goal.

What were the key moments of the England vs Argentina World Cup semifinal?

• Two minutes into the match, Jude Bellingham was fouled by Leandro Paredes with an elbow shove in the face.
• Another couple of minutes in, an Elliott Anderson challenge on Lionel Messi brought down the Argentina captain and earned the England player a retaliatory foul from Enzo Fernandez. The referee remained uninterested, though, leaving the England bench howling.
• Anderson earned England their second free kick as he was fouled by Giuliano Simeone in the seventh minute, but England failed to convert it into anything.
• England kept the ball in the Argentinian half, building attacks on the left flank, but were unable to convert them into shots on goal.
• In the 13th minute, Anderson and Fernandez were at it again, and they looked ready to full-on clash on the pitch, with Morgan Rogers and Paredes joining the party. England believed they were wronged by the Argentinian midfielder as head coach Thomas Tuchel remonstrated on the touchline. Yet again, no cards came out.

How many cards were given in the England vs Argentina semifinal?

Both teams received one card each, starting with Anderson in the 38th minute for his challenge on Messi, which brought together players from both teams in a heated scuffle.

Soon after, in the 42nd minute, Argentina’s Martinez was booked for pulling back Rogers, which Martinez reacted to in protest before the match continued.

How many fouls were made in the first half of the semifinal?

England had seven fouls, while Argentina had 12.

What were the head-to-head stats in the first half of the England vs Argentina semifinal?

England enjoyed 44 percent possession, with Argentina dominating with 56 percent. %!s()

Key Facts

The stock of Sweetgreen, whose menu is centered around raw vegetables some are eschewing during the outbreak, has now tanked over 24% in the last month.

Taco Bell pulled some items from locations in select restaurants, the chain told Bloomberg on Tuesday, and stopped serving lettuce at some franchises in Michigan—the state reporting the largest outbreak in the parasite, which can cause explosive diarrhea.

Share prices for Taco Bell’s owner Yum Brands also fell 3.3% on Wednesday, and is down 7.4% over the last five trading sessions.

Chipotle’s stock price fell 4.8% on Wednesday, although shares remain up over the last six trading sessions.

In a statement sent to Forbes, Chipotle chief corporate affairs and food safety officer Laurie Schalow said the company didn’t believe its ingredients were associated with the outbreak, but would be “monitoring the situation closely and evaluating any new information as it becomes available.”

Health officials have not publicly associated any of the restaurants with the ongoing outbreak, though sources told the Washington Post authorities were investigating Taco Bell, and restaurants in Detroit reportedly pulled ingredients like lettuce, guacamole, cilantro and pico de gallo from their menus.

What Is Cyclospora?

Cyclospora is a microscopic parasite that causes cyclosporiasis, an intestinal illness primarily associated with watery diarrhea, fatigue and loss of appetite, according to the Centers for Disease Control and Prevention. The illness is not usually spread person-to-person, but can spread when people consume food contaminated with the parasite. Authorities are still investigating the outbreak and have not determined the source as of Wednesday. “Early information has shown lettuce as a common product that regularly comes up during the investigation,” Dr. Natasha Bagdasarian, Michigan’s chief medical executive, said in a statement on Monday.

Big Number

3,762. That’s how many cyclosporiasis cases have been reported in Michigan, according to public health authorities in the state. These include 44 cases that have required hospitalization. The CDC has confirmed a total 1,645 cases of cyclosporiasis in the U.S. as of Tuesday, and notes more than 5,100 cases require further investigation to confirm the illness.

Further Reading

ForbesTaco Bell Investigated In Multistate Cyclosporiasis Outbreak, Report SaysBy Mary Whitfill Roeloffs %!s()

Some, including Block, Coinbase, and Standard Chartered, have cited the impact of artificial intelligence as a key reason for the layoffs.

Target, meanwhile, is shifting resources from its supply chain into stores as part of the new CEO's turnaround strategy to improve the shopping experience and return to growth.

More than 100 other companies have filed legally mandated WARN notices about job cuts to come in 2026, according to WARN Tracker. Some of the cuts are part of previously announced reductions.

The moves come as artificial intelligence, public policy, and broader economic conditions are driving sweeping changes in the business landscape.

A World Economic Forum survey last year found that some 41% of companies worldwide expected to reduce their workforces in the next five years because of the rise of artificial intelligence. The survey also found that jobs in big data, fintech, and AI are expected to double by 2030.

Last year, Business Insider tracked layoffs at around 65 major companies, including Amazon, Meta, Paramount, and Starbucks. In 2026, we'll continue to track additional job cuts based on company announcements, WARN notices, and our own reporting.

Here are the companies with job cuts underway in 2026, listed in alphabetical order.

Amazon is laying off thousands of employees

Amazon said in January that it would eliminate around 16,000 corporate roles globally.

Beth Galetti, senior vice president of people experience and technology, described the January move in a company memo as part of broader efforts to cut back on bureaucracy inside the company.

The cuts followed mass layoffs from October 2025, when the tech and retail giant shed 14,000 roles.

In May, Amazon's Selling Partner Services team slashed additional jobs as it continued to reshape its organization.

"Following a recent review, we've made the difficult decision to eliminate a relatively small number of roles in our Selling Partner Services team," a spokesperson told Business Insider.

Angi is cutting 350 jobs

Angi, the popular contractor listing site once known as Angie's List, said in January that it was cutting around 350 jobs "to reduce operating expenses and optimize the organizational structure in support of long-term growth." The company also said it's making the cuts "in light of AI-driven efficiency improvements."

In a January 7 SEC filing, Angi said that the cuts would save between $70 million and $80 million in annual spending. The layoffs will cost the company between $22 million and $30 million, according to the filing.

Atlassian is cutting 1,600 employees

Atlassian, the enterprise software company and maker of Confluence, said on March 11 that it will be cutting about 10% of its workforce as it invests in AI to reshape its organization.

CEO Mike Cannon-Brookes said in a statement that about 1,600 employees will be affected by the cuts.

"We fundamentally believe people and AI create the best outcomes. Our approach is not 'AI replaces people,'" Cannon-Brookes said. "But it would be disingenuous to pretend AI doesn't change the mix of skills we need or the number of roles required in certain areas. It does."

The company expects to incur $225 million and $236 million in restructuring charges, according to an SEC filing.

British American Tobacco cuts 9,000 jobs

British American Tobacco said it will cut 9,000 jobs by the end of the year, about one-fifth of its workforce. The cuts will not impact the US arm of its business.

"We are building a future-ready organisation that is more agile, cost disciplined and technology enabled," CEO Tadeu Marroco said in the statement.

The company, whose cigarette portfolio includes brands like Lucky Strike and Dunhill, has stepped up its push in recent years into smoke-free alternatives, such as nicotine pouches and vapes.

Citi's job cuts continue this year

Citi will cut more jobs this year as part of its plan to reduce its workforce by 10%, or 20,000 employees.

In a statement on January 13, the bank said that it will continue to reduce head count in 2026.

"These changes reflect adjustments we're making to ensure our staffing levels, locations and expertise align with current business needs," a spokesperson for Citi said.

The plan was detailed in the company's January 2024 earnings report and could save the bank as much as $2.5 billion.

Cloudflare lays off 20% of its global workforce

Cybersecurity company Cloudflare on May 7 said it plans to cut roughly 20% of its global workforce, affecting more than 1,100 employees.

In an internal memo, Cloudflare executives said the company's use of AI has climbed more than 600% over the past three months, and that the rapid shift has forced the company to reconsider its structure.

"We want to be clear that this decision is not a reflection of the individual work or talent of those leaving us," Cloudflare executives wrote in the May 7 memo. "Instead, we are reimagining every internal process, team, and role across the company."

The company's shares fell more than 14% in extended trading following the announcement.

Coinbase is cutting 14% of staff

The CEO of Coinbase, Brian Armstrong, said in a letter to staff on May 5 that 14% of its staff would be cut, largely because of AI.

"AI is changing how we work. Over the past year, I've watched engineers use AI to ship in days what used to take a team weeks," wrote. "The pace of what's possible with a small, focused team has changed dramatically, and it's accelerating every day."

Armstrong said this would mean fewer layers and faster decisions in the company. No pure managers, he said — all leaders will now be required to get stuck in and "get their hands dirty."

"AI is bringing a profound shift in how companies operate, and we're reshaping Coinbase to lead in this new era," he added.

Crypto.com laid off 12% of its workforce

Crypto.com CEO Kris Marszalek said in March that the company laid off 12% of its workforce, including "roles that do not adapt in our new world."

"Companies that move immediately and pair the best AI tools with top-performers will achieve a level of scale and precision that was previously impossible," Marszalek wrote in a post on X. "This is where we must go."

Dell cut 10% of its workforce

Dell cut its workforce by 10% for the third year in a row, the company said in its annual filing with the SEC.

As of January 31, 2026, the company had 97,000 employees, down 11,000 from the same time last year. The decline includes both layoffs and attrition, Business Insider reported.

eBay is expected to lay off 6% of its employees

eBay is set to eliminate about 800 jobs globally, making up 6% of its workforce. The company told Business Insider that it's taking steps to better align with its strategic priorities.

"We are grateful for the contributions of the employees impacted and are committed to supporting them with care and respect," a company spokesperson said in a statement.

Epic Games is cutting 20% of its workforce

Epic Games, the company behind Fortnite, said in March that it would lay off more than 1,000 people — about 20% of its workforce — as engagement with the game declined.

CEO Tim Sweeney said in a memo that the layoffs "aren't related to AI."

"To the extent it improves productivity, we want to have as many awesome developers developing great content and tech as we can," Sweeney said.

Estée Lauder is deepening its cuts, now to as many as 10,000 roles

Estée Lauder said in its May earnings report that it will deepen its previously announced cuts, which are now expected to affect up to 10,000 jobs.

More than two-thirds of the reductions are in cashier and demonstration roles at lower-performing retail and department stores.

Expedia laid off some employees

Expedia confirmed to Business Insider that it had laid off some employees on January 26 and had also posted new job openings. It's unclear how many of its workers were affected by the cuts.

"We are eliminating roles as well as opening some new roles as we remain disciplined about assessing the skills we need for the future," an Expedia Group spokesperson said in a statement. "We are also simplifying our structure and reducing organizational layers to move faster and with more accountability. These are not easy decisions, and we are grateful for the contributions of our colleagues who are impacted."

Freshworks is cutting 11% of staff

The San Mateo, California-based software company said in its early May earnings report that it would cut 11% of its staff in the second quarter. The company had about 4,500 employees at the end of 2025.

The cuts aim "to streamline the Company's organizational efforts and product development process" and increase AI across the company, according to the filing.

On an earnings call, CEO Dennis Woodside said about half the company's code comes from AI.

"Like many other software companies, that is definitely changing how we build products, how fast we can build products, and the amount of people that we need to build products," he said.

The company's stock slumped 35% from May 2025 to May 2026.

General Motors is axing 600 salaried employees

General Motors is cutting 600 salaried employees from its global IT division.

A spokesperson said the layoffs would enable it to "better position the company for the future," by ensuring GM has employees with expertise in AI-native development, data engineering, analytics, cloud engineering, prompt engineering, and AI workflows.

GoPro is laying off 145 employees

On April 7, GoPro said it would lay off about 145 employees as it tries to cut operating costs and restructure operations.

The layoffs make up 23% of its global headcount of 631 employees, the camera maker said in a regulatory filing.

The cuts will start in the second quarter of the year and will largely be completed by the end of 2026. The restructuring is expected to result in a charge of $11.5 million to $15 million.

The company cut about 15% of its staff in August 2024 to cut costs.

Groupon is reducing up to 400 positions globally

Groupon said on May 21 that it would cut up to 400 roles globally as part of a restructuring plan, according to a financial filing. It previously said it planned to rebuild as an "AI-native company."

The cuts are expected to happen by the end of the third quarter of 2026. Groupon is looking to generate $10 million to $12 million in gross savings in 2026.

"Up to half of this year's savings will be reinvested into AI infrastructure, talent density, and the tools and teams building the next version of the company," a spokesperson told Business Insider.

Groupon had 1,734 employees worldwide at the end of 2025, according to its annual report.

Heineken has a multi-year plan to reduce its workforce

Heineken is cutting 5,000 to 6,000 roles over the next two years to boost productivity and bring down costs, according to its latest full-year earnings report.

The company told Business Insider that the divisions and regions where the layoffs are due to take place are yet to be confirmed.

Heineken said in its 2025 report that it faced "subdued consumer sentiment" in the Americas, alongside a "challenging year" for brewers in Europe.

Intuit is laying off 17% of its workforce

Financial software company Intuit announced on May 20 that it would be cutting 17% of its full-time workforce.

The company shared a memo from CEO Sasan Goodarzi to employees that listed five reasons for the culling, including reducing management layers, focusing roles on "high impact work," and closing down two of its offices.

"These changes are a necessary evolution to reduce complexity and architect an organization that operates with the velocity required to fuel our growth engines," Goodarzi wrote in the memo, shared in a blog post on Intuit's website.

Laid-off employees in the US would receive 16 weeks of base pay, plus two additional weeks of pay for every year they have worked at Intuit.

The company said in a May 20 earnings report that restructuring costs from the layoffs would be about $300 million to $340 million.

Kenvue cuts 3.5% of workforce

Consumer healthcare brand Kenvue, which produces Tylenol, plans to cut 3.5% of its staff. Kenvue had about 22,000 employees globally, per its latest annual report.

The company wrote in a mid-February SEC filing that its board aimed to reduce complexity and drive operational efficiencies.

The company's layoffs and restructuring efforts are expected to cost $250 million in 2026, per the filing.

LinkedIn is laying off staff and 'scale back' other investments

LinkedIn CEO Daniel Shapero told employees on May 13 that it was laying off employees, and those in affected roles would receive a calendar invite. The jobs included positions in the Microsoft-owned company's Global Business Organization, marketing, engineering, and product teams.

"We need to reinvent how we work, with agile teams focused on our highest priorities, and by shifting investments toward areas such as infrastructure to fulfill our mission and vision over the long term," Shapero said in the memo.

Shapero also said LinkedIn would "scale back" investments in areas like marketing campaigns, customer events, and underutilized office space.

Lululemon laid off 100 part-time employees at its customer service center

The athleisure giant said it laid off 100 part-time employees to "strengthen the business." The affected roles are in the company's North American contact center.

"After careful consideration, we have made the decision to transition our North America GEC to a full-time employee staffing model. As a result, approximately 100 part-time positions in our GEC have been impacted," a Lululemon spokesperson said.

Meta lays off workers at Reality Labs and other divisions

Meta began laying off employees across multiple teams on March 25, including Reality Labs, Facebook, recruiting, sales, and global operations.

The cuts come as the company ramps up spending on AI infrastructure and talent, alongside broader cost-cutting efforts. Meta said the changes are part of ongoing restructuring to better align teams with company goals, while exploring other roles for affected employees where possible.

Meta first began preparing to slash jobs within its Reality Labs division, the unit responsible for Mark Zuckerberg's metaverse ambitions, in January, three people familiar with the matter told Business Insider at the time.

Two employees said that teams working on virtual reality headsets and Horizon Worlds, the company's VR social network, would be disproportionately affected.

Meta has shifted away from virtual reality in recent years in favor of spending hundreds of billions of dollars on beefing up its AI capabilities.

Nike laid off workers in two rounds

Nike is cutting roughly 1,400 jobs, mostly from tech, as part of a broader push to streamline operations and revive growth.

In a memo to staff on April 23 obtained by Business Insider, Chief Operating Officer Venkatesh Alagirisamy said the layoffs are tied to the company's "win now" turnaround plan, which focuses on improving culture, product, marketing, marketplace strategy, and in-person retail. He described the effort as entering its "final stretch."

This is Nike's second layoff in 2026. Nike said on January 26 that it planned to lay off 775 employees across Tennessee and Mississippi, citing efforts to "streamline" its distribution center operations.

"We are sharpening our supply chain footprint, accelerating the use of advanced technology and automation, and investing in the skills our teams need for the future," Nike said in a statement to Business Insider.

Oracle's headcount fell 13% in a year

Oracle's workforce shrank by roughly 21,000 employees, or 13%, over the past year, bringing its headcount to 141,000 as of May 31, according to a 10-K filing released on June 22.

"The adoption and deployment of AI technologies across our operations have resulted, and may continue to result, in reductions to our workforce," Oracle wrote in the filing.

Oracle also disclosed that restructuring costs surged in fiscal 2026. The company spent $1.84 billion on severance and other exit costs, up from $374 million in the prior year.

The reduction in workforce comes as Oracle continues to invest heavily in AI infrastructure.

Papa Johns is restructuring

Papa Johns said it is laying off 7% of its corporate staff amid a broader restructuring.

The pizza chain said it will also close 300 locations in North America through 2027, starting with 200 this year.

"Optimizing our restaurant portfolio and strategically closing underperforming restaurants are among the most impactful actions we can take to improve restaurant profitability and fleet health," Papa Johns CFO Ravi Thanawala said during the company's fourth quarter earnings call on February 26.

Pinterest is expected to lay off 15% of its workforce

Pinterest announced a global restructuring plan that includes layoffs affecting less than 15% of its workforce, according to a January securities filing. The cuts come with reductions in office space.

"We are making organizational changes to further deliver on our AI-forward strategy, which includes hiring AI-proficient talent," a Pinterest spokesperson said.

"As a result, we've made the difficult decision to say goodbye to some of our team members. We are grateful for their service and supporting them with separation packages and benefits," they added.

Saks laid off 16% of its corporate staff, among other job cuts

Saks Global, the beleaguered parent company of Saks Fifth Avenue, Neiman Marcus, and Bergdorf Goodman, conducted several rounds of layoffs as it closed stores and trimmed its corporate staff

In April, the company cut about 16% of its corporate staff, representing less than 4% of its total workforce.

"Following the strategic actions we've taken to secure long-term financial stability, sharpen our focus on luxury and full-price selling, optimize our operational footprint, and exit non-core businesses, we are right-sizing our corporate organization to align with our go-forward strategy," a Saks spokesperson told Business Insider.

The cuts followed Saks's closure of dozens of stores and fulfillment centers in the first quarter, resulting in layoffs.

Saks filed for Chapter 11 bankruptcy in January.

Standard Chartered plans to eliminate 15% of corporate functions over the next 4 years

Standard Chartered plans to cut 15% of corporate function roles over the next four years, the company said on May 19.

The bank, headquartered in London, credited AI as a driver for the reductions.

"It is not cost-cutting, but it is replacing, in some cases, lower-value human capital with the financial capital and the investment capital that we are putting in," CEO Bill Winters said in a media briefing, Reuters reported.

The company added in a statement: "We are combining the best human talent with AI, investing to support our people into higher-value roles."

T-Mobile cut some jobs

T-Mobile cut some staff in early 2026, though the scope of the layoffs is unclear. Some workers posted on LinkedIn saying they'd been affected by the changes in January.

"As the next step in our evolution, we're making some changes while continuing to hire to ensure we have the right focus, structure, and momentum to keep changing the industry through innovation and our long-standing focus on customers," T-Mobile told Business Insider in a statement.

Tailwind cut 3 of its 4 engineers

Tailwind, a popular web tool, said it cut three of its four engineers in January, citing an AI-driven decline in revenue.

"75% of the people on our engineering team lost their jobs here yesterday because of the brutal impact AI has had on our business," CEO Adam Wathan wrote in a GitHub comment on January 6 that made waves in the tech community.

Target is cutting 500 roles from its distribution and regional offices

Target confirmed to Business Insider in February that it would cut 100 district office roles and 400 supply chain positions. It plans to invest instead in additional labor hours at stores to improve the shopping experience and return to growth.

The store improvement effort is a signature priority of the retailer's new CEO, Michael Fiddelke, who started on February 1.

In November, Fiddelke said the company intends to invest an additional $1 billion in capital expenditures for 2026, an increase of 25% from 2025.

UPS said it will eliminate 30,000 jobs

UPS CEO Brian Dykes told analysts during the company's fourth-quarter earnings call that the company plans to reduce its operational workforce by 30,000 in 2026.

"This will be accomplished through attrition, and we expect to offer a second voluntary separation program for full-time drivers," Dykes said.

He told analysts that the company has identified 24 buildings for closure in the first half of 2026 and will continue to evaluate additional buildings for closure.

Walmart said it would cut or relocate 1,000 corporate jobs

Walmart told employees on May 12 that it would cut or relocate about 1,000 corporate jobs to address redundancies and duplicate roles.

Suresh Kumar, Walmart's chief technology and development officer, and Daniel Danker, executive vice president of AI acceleration, product, and design, announced the changes in a memo.

"We've made changes to simplify how the work is organized, make ownership clearer, and better align roles to the work and skills we need going forward," the memo said.

The move follows Walmart's May 2025 decision to cut 1,500 corporate roles as part of an effort to "remove layers and complexity."

The company employed 2.1 million people as of January.

WiseTech is cutting 30% of its workforce

Logistics software maker Wisetech is cutting 2,000 jobs, or 30% of its staff, citing AI-driven efficiency gains.

In a conference call on February 25, CEO Zubin Appoo embraced AI and said that it means more productivity, in less time, and from fewer employees. The Sydney-based company employed about 7,000 people, according to its annual report released in October.

"I am prepared to say this clearly: the era of manually writing code as the core act of engineering is over," Appoo said. AI is "unlocking levels of efficiency gains across WiseTech that were previously out of reach."

Wix CEO said the company is set to cut 20% of its workforce

Wix, which provides website-building software, is reducing its workforce by 20%, the CEO told employees in a memo published on X on May 28.

The Israel-headquartered company employs about 5,300 workers.

CEO Avishai Abrahami cited the "fast evolution of AI capabilities" as a reason for the cuts and said the company needed to become a "faster, leaner, and flatter organization."

Workday is cutting jobs

Workday is cutting about 400 jobs, and said on February 4 that the move will help the enterprise software company redirect resources toward priority areas.

The layoffs will primarily affect customer-facing roles that are "non-revenue generating," Workday said in a regulatory filing.

The cuts represent roughly 2% of its workforce and are expected to result in about $135 million in charges in the fiscal fourth quarter, which ended in January.

Workday announced a larger round of layoffs about a year ago, citing the need to invest more heavily in strategic areas such as AI. The company reported about 20,600 employees as of late October.

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