Latest / The Internal Move Podcast with Fexingo: Lateral Roles, Internal Transfers, and Staying at Your Company / How an Internal Transfer Can Turn a Layoff Into a Career Pivot
Transcript
- Lucas: So, Luna, you remember how we've talked about internal transfers for everything from escaping a bad boss to building your network. But there's one scenario we haven't really drilled into yet, and it's the one that keeps people up at night: your team is getting restructured, layoffs are coming, and you're wondering if there's a way to pivot before the axe falls. Luna: Yeah, that's the fear. And I think a lot of listeners assume that once a restructuring is announced, it's too late to do anything but wait. But I've seen people pull off a lateral move right in the middle of it. How does that actually work? Lucas: Well, let's start with a real example. In early 2026, there was a logistics analyst at a major national retailer — I'm not going to name the company because the story is still a bit sensitive — but her division was going through a massive overhaul. The leadership announced they were consolidating three regional logistics teams into one central hub, and naturally, everyone knew jobs were on the line. Luna: So what did she do? Did she just start applying for every internal job she could find? Lucas: Actually, no. That's the mistake most people make. She had been paying attention to where the company was investing — and it was clearly in data science and machine learning. So about six months before the restructuring was even hinted at, she started taking online courses in Python and basic statistics. She wasn't even thinking about a transfer at that point, just building skills. Luna: Six months of prep before you even know you need it. That's the kind of foresight most of us don't have. Lucas: Exactly. And then, when the restructuring announcement finally came, she was ready. She reached out to the head of the data science unit — a woman she'd met at a company-wide town hall a year earlier — and asked for an informational chat. She didn't ask for a job. She asked about the team's biggest challenges. Luna: So she was thinking like a consultant, not like someone begging for a spot. That's smart. Lucas: And it worked. The data science lead was impressed enough to create a lateral role for her on the spot. She moved from logistics analytics into a data science associate position, and when the layoffs in her old team were announced, she was already gone. She wasn't laid off — she was promoted, essentially. Luna: That's a great story, but I have to ask: is that just survivorship bias? How common is it that a manager will actually create a role for someone they like? Lucas: It's more common than you'd think, especially when the company is trying to avoid the cost of an external hire. There's a study from 2024 by the Society for Human Resource Management that found internal hires cost about 20 percent less than external ones, and they reach full productivity about 40 percent faster. So if you can show a manager that you have the base skills and the cultural knowledge, you're actually a cheaper, safer bet than hiring from outside. Luna: Forty percent faster to productivity — that's a number I'm going to remember. So the company has an incentive to keep you, but only if you've positioned yourself well. Lucas: Right. And that's the key. If you wait until the restructuring is announced, you're in a panic, everyone else is in a panic, and the internal job boards are flooded with applications. But if you've been building relationships and skills months in advance, you're not just a name in a pile. You're someone with a sponsor inside the business. Luna: So let's talk about that timeline. What should someone do, say, six months before they even suspect anything? Lucas: First, identify where the company is investing. Look at the annual report, listen to quarterly earnings calls, pay attention to which departments are getting headcount. Second, start building a skill that's in demand in that area — you don't need a degree, just enough to show you're serious. And third, start networking with people in that group, even if it's just a coffee chat or a town hall question. Luna: And what if you're already in the middle of a restructuring? Is it ever too late? Lucas: It's not necessarily too late, but the odds drop significantly. Once the announcement is made, the company is in survival mode, and there's usually a freeze on new roles. But there are still opportunities. A friend of mine once found a new role during a merger by volunteering to be the person who integrated the two companies' data systems. He made himself indispensable to a process everyone else wanted to avoid. Luna: So it's about making yourself useful to the new structure, not just trying to escape the old one. Lucas: Exactly. And that's where the framing matters. When you talk to a hiring manager inside your company, you're not saying 'save me from layoffs.' You're saying 'I have these skills, I understand the company's strategy, and I can help you solve this problem.' That's a completely different conversation. Luna: That's a really good point. And it reminds me of something I've been thinking about — we talk a lot about the mechanics of transfers, but there's also an emotional side. When you're scared, it's hard to project confidence. How do you get into that mindset? Lucas: You have to treat it like a research project, not a job search. The more you know about the company's direction and the people who are moving, the less anxious you feel. And honestly, that's a big part of why we make this show — to give you that kind of insider knowledge. If it helps you think through a move like this, that's exactly what we're hoping for. Luna: Yeah, and if you've gotten value from what we do, there's a small way to keep it going. You can support the show at buy me a coffee dot com slash fexingo. It's like buying us a coffee, and it helps us stay ad-free. Lucas: No pressure at all, but it does make a difference. And now, back to the strategy. So once you've identified a target group and built some skills, how do you actually make the move? Luna: Yeah, what's the conversation like? Do you just walk up to the manager and say 'I want to work for you?' Lucas: You want to start with an informational interview, like our logistics analyst did. Ask about their priorities, their challenges, what skills they wish their team had. Then, after the chat, follow up with a note that connects your background to those challenges. Don't ask for a job yet. Just show that you're thinking about their problems. Luna: And then, at some point, you have to actually ask. How do you do that without seeming desperate? Lucas: You frame it as a mutual benefit. Something like, 'I've been thinking about how my skills could help your team achieve X, and I'd love to explore if there's a way to make that happen internally.' That's not desperate. That's strategic. And if the manager sees you as a solution, they'll often find a way. Luna: So it's really about shifting the conversation from 'save me' to 'I can help you.' That's a powerful shift. Lucas: And it's also about being patient. Sometimes the role isn't there yet, but you can plant the seed. One of our listeners wrote in about a woman who talked to her company's sustainability lead for nine months before a position opened up. When it did, she was the obvious choice because she'd already been working on a side project with that team. Luna: Nine months of patience and consistency. That's not easy, but it clearly pays off. Lucas: It does. And that's the thing about internal transfers in a restructuring — they're not a last-minute escape hatch. They're a long game. But if you start early, you can turn a potentially devastating event into a career pivot that actually moves you forward. Luna: So, for someone listening who's worried their job might be on the line, what's the first thing they should do today? Lucas: Look at your company's recent announcements. What are they investing in? Pick one area that's growing, and start a conversation with someone who works there. Not about a job, just about what they're working on. That's the first thread. You can pull it from there. Luna: And if they don't have six months? What if they're already in the middle of it? Lucas: Then you have to be more aggressive, but still strategic. Volunteer for the projects that are critical to the new structure, even if they're not glamorous. That's what my friend did with the data integration. He made himself essential. And he didn't get laid off. Luna: So it's about positioning yourself as essential to the future, not just proving you were good in the past. That's the real lesson. Lucas: Absolutely. And it's a lesson that applies whether or not there's a layoff looming. The people who thrive inside companies are the ones who are always looking two steps ahead, building skills and relationships that make them valuable no matter what the org chart looks like. Luna: I love that. It's not just about surviving a restructuring — it's about becoming the kind of employee who's always in demand. Lucas: And that's the mindset we want you to walk away with. So next time you hear rumors of a reorg, don't just panic. Start thinking about where you want to go next inside the company. Because sometimes the best way to survive is to not be there when the axe falls. Luna: Well said. And if you have your own story of an internal transfer during a restructuring, we'd love to hear it. You can find us on social media or through the Fexingo network. Lucas: Until next time, keep your network warm and your skills sharp. That's the best job security there is.