Two sites hold over a third of the global workforce
Reno, NV (1,029 employees, 21.4%) and Bangalore (690 employees, 14.3%) together account for 35.7% of active headcount. Any change program, outage, or communications failure touching these two campuses has an outsized blast radius — they warrant dedicated local change networks and site-level readiness tracking rather than being folded into generic regional plans.
Country footprint is top-heavy: US + India = 57.9%
The United States (43.1%) and India (14.8%) combined hold well over half of all active employees, while the remaining 46 countries share the other 42%. Fifteen countries have fewer than 10 employees each. Global communications strategies built around "US + India + rest of world" will cover the overwhelming majority of the population; long-tail countries need lightweight, translated, async-first materials rather than bespoke campaigns.
510 job titles for 4,820 employees — a fragmented role taxonomy
The top 10 titles cover only 24.8% of the workforce, and 50% of headcount is spread across titles outside the top 40 (7.8% of all distinct titles). Left as-is, stakeholder segmentation by raw job title would fragment into hundreds of micro-audiences. Grouping titles into role families (as in the taxonomy table below) is a prerequisite for workable Stakeholder Groups, Change Impact mapping, and training curricula.
One reporting line carries 176 direct reports — 20x the org average
Manager "surmacz, kerry" is recorded against 176 employees (3.65% of the workforce), against an org-wide average span of control of 8.8. This pattern — a single node far outside the normal range — almost always indicates a department or cost-center rollup rather than a true 1:1 supervisory relationship. Treat it as a broadcast/departmental channel in change communications planning, not a manager-led cascade point; see Management Structure below.
| Manager | ID | Direct Reports | % of Workforce |
|---|---|---|---|
| Surmacz, Kerry | 169092 | 176 | 3.65% |
| Varma, Adam | 171120 | 88 | 1.83% |
| Filo, Leslie | 187003 | 84 | 1.74% |
| Cusson, Benjamin | 101377 | 84 | 1.74% |
| Dash, Clinten | 146600 | 74 | 1.54% |
| Sagoo, Adel | 148319 | 66 | 1.37% |
| Schraitle, Hai | 147700 | 42 | 0.87% |
| Drosten, Max | 100389 | 42 | 0.87% |
| Ferreira, Michael | 198029 | 33 | 0.68% |
| Doyle, Steve | 183394 | 32 | 0.66% |
9 active employees (0.2%) have no Country value
These records fall outside the regional roll-up above. Worth a source-system check before this data drives country-specific communications or compliance-sensitive segmentation.
Job title field carries HR job-code granularity, not a role hierarchy
510 distinct values with no parent/family grouping in the source feed. Recommend mapping titles into a role-family taxonomy (as sketched in the table above) before using title as a primary Stakeholder Group dimension — otherwise segmentation will fragment into hundreds of tiny groups.
"Manager" outliers likely represent cost-center or department rollups
176, 88, and 84-report nodes are well outside a plausible 1:1 supervisory span. These are almost certainly department heads or cost-center owners in the source HRIS rather than line managers, and should be labeled accordingly rather than treated as change-cascade contacts.