2025-12-30 14:24:42

A leading Web3 project’s strategic shift following North American funding is worth noting. According to reports, after completing North American funding in April this year, the company immediately launched a large-scale organizational optimization—reducing employees in Beijing and Wuhan from 120 to around 40.

The subsequent actions are even more interesting. Rapidly, a large number of job postings appeared in Singapore, Tokyo, and California. The logic behind this is very clear: the funding directed the future direction, and employees unwilling to follow the overseas expansion strategy were gradually phased out. Calling it "thorough" is not an exaggeration.

This global reallocation of talent was later validated by various large-scale mergers and acquisitions. Some projects were ultimately acquired for billions of dollars, and behind this scale of investment is precisely this resolute strategic execution and organizational restructuring. A company's determination to go global is never just a slogan; it is written in the form of layoffs.

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PaperHandsCriminal

· 21h ago

Layoff charts outline strategy, this move is really clever... Basically, it's just a shift in funding direction; those who don't follow the trend are bound to be pushed out.

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SorryRugPulled

· 21h ago

Laying off two-thirds of the staff is what truly shows the determination to go global. I really didn't expect this logic. --- Once the funding direction changes, domestic employees become a burden. The reality is a bit harsh. --- From 120 to 40 in Beijing, that speed is incredible... Is the cost of multi-billion dollar acquisitions just piled up like this? --- So, going global isn't just about slogans; are you really treating people as chips? --- A burst of recruitment in Singapore, Tokyo, and California, while the domestic team is cut to shreds... This is what I call global reallocation. I'm truly impressed. --- Immediately after funding, large-scale layoffs. I've seen quite a few routines like this, and few have actually succeeded in the end. --- "Using a layoff chart to show determination," I need to remember this phrase. It's so true. --- Wait, what happened to the employees of the acquired projects? Are they still the same group that was optimized? --- I've seen this kind of operation before. Not many are still alive now; most have disappeared later.

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FlippedSignal

· 21h ago

This is the real story of going overseas. The nice way to say it is "strategic adjustment," the harsh way is massive layoffs. Once the funding direction is set, they immediately cut costs. Those who don't follow must leave. Cold-blooded but effective. From 120 to 40, a bunch of HR positions in Singapore and Tokyo. This logic is indeed brilliant. Instead of just dreaming, it's better to look at the layoff chart—it's clear at a glance. Capital loves to see this kind of ruthlessness. It's no surprise that they were acquired later. This domestic approach is being moved overseas. Silicon Valley might be even more accustomed to this style. I'm a bit worried about those 40 guys still left. Will the next round come again?

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MetaEggplant

· 21h ago

Layoff charts are the most genuine strategy, no deviation. Beijing and Wuhan laid off 2/3 at once, then Singapore, Tokyo, and California are aggressively hiring... This tactic is indeed brilliant. Is going overseas really about big words? It still depends on bloody personnel changes. After funding arrives, they start filtering people. They know how to play. It's a bit harsh, but I have to say they are really serious about it. The statement that "layoff charts" are a strategy, I think there's nothing wrong with it. With such quick turnaround, ordinary employees can't keep up.

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