Ripple CEO: AI is an excuse for layoffs, not the cause
Ripple CEO Brad Garlinghouse has publicly challenged the narrative that AI is driving corporate layoffs, arguing that companies using AI as a justification were likely already overstaffed. Speaking at SALT Wyoming 2026, he emphasized that AI should be an enabler for growth, not an excuse for job cuts. He pointed to Block's layoffs as an example where AI may be a scapegoat. Meanwhile, Ripple is on track for a record year, with revenue expected to more than double and 150 open positions to fill, signaling that AI-driven efficiency and growth can coexist with hiring. Key signal: Ripple expects revenue to more than double year-over-year and plans to hire for 150 open positions despite industry headwinds. For hiring leaders, this matters because for CHROs and talent leaders, this is a critical counterpoint to the widespread AI-layoff narrative. It suggests that AI adoption does not automatically lead to workforce reduction; instead, it can drive growth and hiring in companies with strong business models. Leaders should scrutinize layoff justifications and consider whether AI is being used as a convenient excuse for structural issues. The signal is that AI skills are in demand, but the overall talent strategy should be tied to business performance, not fear of AI displacement. Teksands view: Garlinghouse's blunt take cuts through the AI-hype. For hiring leaders, it's a reminder that AI is a tool, not a strategy. Companies that are growing are still hiring, even in AI-heavy environments. The real question isn't 'will AI replace jobs?' but 'is your business model strong enough to grow with AI?' Don't let the AI-layoff narrative become a self-fulfilling prophecy. Focus on upskilling and redeploying talent, not just cutting costs.
Key fact
Ripple expects revenue to more than double year-over-year and plans to hire for 150 open positions despite industry headwinds.
Why it matters
For CHROs and talent leaders, this is a critical counterpoint to the widespread AI-layoff narrative. It suggests that AI adoption does not automatically lead to workforce reduction; instead, it can drive growth and hiring in companies with strong business models. Leaders should scrutinize layoff justifications and consider whether AI is being used as a convenient excuse for structural issues. The signal is that AI skills are in demand, but the overall talent strategy should be tied to business performance, not fear of AI displacement.
The Teksands point of view
Garlinghouse's blunt take cuts through the AI-hype. For hiring leaders, it's a reminder that AI is a tool, not a strategy. Companies that are growing are still hiring, even in AI-heavy environments. The real question isn't 'will AI replace jobs?' but 'is your business model strong enough to grow with AI?' Don't let the AI-layoff narrative become a self-fulfilling prophecy. Focus on upskilling and redeploying talent, not just cutting costs.
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