Jaludi v Citigroup
Jaludi developed an application called WAIS that automated a function performed by approx 30 highly technical staff members and saving millions of dollars per year but was told to relinquish ownership, management and operation control of the application to another team then rated below average in the yearly performance review.
Jaludi took a ‘dysfunctional’ team composed of 34 technical staff members managing 12,000 servers with a four week turnover for monitoring and in two years transformed it into team of 24 members managing 85,000 servers with instant monitoring but had the team taken away, demoted and rated below average.
Jaludi found the family banking concept in the 2012 global banking challenge, picked as the co-winner of a concept expected to generate $100 million in revenue the first year according to marketing firm IDEO, but was rated below average that same year because he raised objections to O&T’s hiding of serious system problems, preventing him and his team from meeting their goal of reducing these types of problems.
Jaludi authored The Command Center Handbook and The Art of Process Improvement, and while Citigroup was undergoing a Command Center consolidation and massive process improvement efforts, he was not permitted to aid executives leading these efforts, even though numerous requests were made for his help. Instead, Jaludi was rated below average and not meeting expecations and then terminated.
On April 21st of 2013 Citigroup made an example of Jaludi by demoting then dismissing him after 24 years of exemplary service in retaliation of his protected whistle blowing activities regarding Don Callahan’s O&T division’s hiding of critical system problems affecting large numbers of customers or large dollar amounts from business division executives and federal regulators. However, Don Callahan’s group continued the retaliation by preventing Plaintiff from obtaining employment through October 15th of 2015, leading him to file this lawsuit that same month.