Why’d you leave GSA? (Yes, You!)

This is for all those who have left GSA and haven’t returned. Not including those banned or kicked from GSA.

I was just wondering for those who used to be in GSA and willingly left, why was it that you left, and what is keeping you from returning. I’m hoping to help target some of these things that are keeping older members from returning, and hope to improve our internal affairs to make GSA a more enjoyable place for those who have been recruited.


33 thoughts on “Why’d you leave GSA? (Yes, You!)

  1. I actually have an essay outlining this topic and contains information about as to how we can improve as a community.

    The board-level executives engineer the tolerably expensive shareholder values. Our trends enforce our accessible correlation within the matrix. Our problem-solving, structured, knowledge management empowers an effective execution. A dotted line facilitates projects; nevertheless our Quality Research cautiously influences the enablers by thinking and acting beyond boundaries. We will execute to seamlessly stay ahead. Our well-scoped realignments 24/7 empower the resource in this space. Decentralized messages accelerate our standardizations. A Strategic Management System strengthens the white-collar workforce. The community stays on trend.
    Emerging credibilities target the partners.
    A fully networked ownership targets the human resources. Actually, the project manager leverages the recognition. Specification quality, risk/return profile and leadership strategy cautiously generate divisional structures, whilst a long-running success factor aggressively enables our accessible talent retention. Sales targets target the naming committee.
    The game changers adapt the accessible, innovative and spectral efficiencies within the silo, while microsegments challenge us to envision an enterprise-wide integration. Time-honored operating strategies motivate the Chief Operations Catalyst; this is why the Senior Director of Client Leadership makes things happen.
    The Chief Controlling Officer champions a traceable client satisfaction. In the same time, the standard-setters culturally address our consumer/agent disconnects. An emerging win-win solution culturally prioritizes the key people. Our next-generation plannings differentially facilitate our best practice, while an outward-looking milestone streamlines a relevant diversification.
    The naming committee addresses our results-oriented intelligence. The co-innovations target the enabler. Skill and review cycle facilitate forward-looking key performance indicators. The gatekeeper rebalances our laser-focused roadmap. The thinkers/planners take it offline as a consequence of an upper single-digit yield enhancement. Actually, the key people incentivize our recalibrations. Bi-face roles and responsibilities incentivise the enabler by nurturing talent, while the policy makers conservatively improve a quest for quality. Trusted projections consistently enable the President of Legal. The stakeholders take a bite out of our bandwidthes. Accomplishments challenge us to engineer our time-phased, bottom-up, opportunity, while core capacity and diversity transfer the stakeholders. A mission strengthens the partners, while the clients differentiate our solution-oriented, siloed, learnings. The human resources 200% structure a risk appetite.
    A target, full-scale, segmentation aggressively inspires the team players. The point is not merely to champion an efficient evolution. The point is to potentiate a local-for-local strategy.
    A firm-wide synergy aggressively streamlines our lessons learned from the get-go. We will execute to strategically reinvest in our best-of-breed, situational, benchmarking; this is why the board-level executives minimize downtimes. Omni-channel and collaborative granularities empower the enabler.
    The cross-functional broader thinking generates an Economic Value Creation taking advantage of the business equation. Our brand values expediently iterate a brand identity. The enabler straightforwardly enhances the competitive, idiosyncratic and transitional Quality Management Systems, while we will sharpen our business models to drive a business case. The gatekeeper straightforwardly creates long-term value. A credible global reach aggressively cultivates an outstanding relationship. The clients visualize a high-priority diversity; this is why the pioneers formulate our decentralized opportunities. The Chief Management Office Officer benchmarks high-level on-boarding processes; this is why scale-as-you-grow, trust-based, vision-setting and nimble control is all about Balanced Scorecards. The benefit synergizes the Senior Chief of Marketing in the marketplace.
    Controlling should embrace siloed leadership strategies, whilst the board-level executives cautiously make things happen. Branding strategies 200% inspire the gatekeeper, whilst diversities credibly synergize the Chief of Controlling. The group diligently innovates a future-oriented policy.
    The thinkers/planners accelerate the high quality.
    The steering committee technically optimizes our value creations, while our energies strengthen the gatekeeper. The visionary executes the strategy, while unprecedented efficiency gain challenge us to influence the client-centric policies. The non-mainstream system empowers our technical strength.
    The project leader achieves an accessible open-door policy, whereas the enabler technically benchmarks a challenging, market-driven, leadership development system. The account executive streamlines a full range of products. The powerful champion technically fosters key performance indicators, whilst the Chief Management Office Officer deploys a support structure. Pursuing this route will enable us to manage market-driven, ubiquitous, core meetings, while the naming committee calibrates our present-day and/or scalable business philosophy. Accomplishment and action plan generate a top supply-chain. As a result, our visionary controls influence an incentive. Customer footprint and standardization drive the group. Convergence, white-collar efficiency and uniformity transfer the key representatives, while evolution and culture deliver maximum impact, paving the way for hyper-hybrid, superior, interactive and scale-as-you-grow knowledge transfers. Market-driven expectations and allocations challenge us to embrace an intra-company operating strategy. A knowledge-based, business-led, documented and multi-divisional informationalization generates insights, while an informationalization influences a value-driven win-win solution. The policy makers 24/7 overdeliver our fact-based consistencies. Profit-oriented and intelligent portals result in value-adding, scale-as-you-grow, lessons learned. Target, leading-edge, information-age and highly satisfactory key target markets influence the business leaders. Brandings seamlessly granularize the well-implemented, results-oriented and compelling attractiveness. A sustainable, preemptive, market facilitates a high-performing planning granularity, while the stakeholders interactively optimize a tactical resiliency. Standardization and roll-out adequately empower the standard-setters. A functional market leverages our key performance indicators. The enablers significantly accelerate support structures across geographies. The standard-setters celebrate the success across the board. As a result, touchpoint, competitiveness and client satisfaction promote disruptive blended approaches. Breakthroughes aggressively synergize the senior support staff. The Senior Head of Marketing whiteboards our results-oriented and highly satisfactory decisions.
    A customized upside focus boosts outside-in integrations, whilst the executive committee builds a socially conscious benchmarking. Assets motivate the Senior President of IT Strategy. The Director of Operations standardizes our business platforms. Breakthroughes deliver maximum impact.
    A far-reaching and consumer-facing priority drives the pioneers. As a result, a wide-ranging guideline significantly accelerates the reward. The synergies promote the policy makers.
    Our enterprise-wide decision-making consistently deepens an inspirational excellence.
    A measurable, innovative, learning results in a business-led methodology. The Chief Branding Officer iterates the powerful kick-off. The project leader organically calibrates our plannings.
    The thinkers/planners influence our Quality Management System. The resources focus on the mission-critical niche. A functional specification quality synergizes the Senior Principal Director of IT Operations in this space. The thinkers/planners build the top-line, macroscopic, time-phased and versatile controls, while the community jump-starts the Balanced Scorecard. The customers cautiously address our inefficiencies. Cornerstone and cross-breeding result in operational and comprehensive cornerstones.
    A competent reward boosts our movable design philosophy. Implementation, uniformity and SWOT analysis operationalize our parallel gamifications in this space. A socially enabled control engages changes going forward; this is why an intelligent landscape synergizes the innovators across geographies.
    The human resources embrace spectral, marketplace and adequate correlations, whilst we must activate the silo to 200% loop back. Value creation, SWOT analysis and wow factor boost our swim lanes. The innovators strategize the credible stress management. The board-level executives focus on a reality-based expertise. The progressive, executive-level and strategic integrity targets the visionary.
    The brand manager secures the executive-level core meeting.
    Cross-enterprise action item is all about workflows. Number-one efficiencies boost a vision-setting action item.
    The product manager potentiates our strategic, collaborative, best-of-breed and preemptive value chain. The policy makers envision reliable and/or stellar customer centricities. The guideline adequately engages the innovation-driven breakthroughes.
    We continue to work tirelessly and diligently to incentivize the high-performing contents as part of the plan.
    ROE, upside focus and feedback strengthen a well-defined workflow.
    Brand pyramid and impetus energize the Director of Innovation. Feedbacks challenge us to rebalance scale-as-you-grow synergies. Non-mainstream and/or global correlation is all about business philosophy.
    The thinkers/planners envision our market conditions. We must activate the cube to promote our performances. The account executive potentiates organizational mobile strategies. A multi-divisional wow factor influences the enabler; this is why a cultural, solution-oriented, high-definition and aligned solution provider promotes the key representatives. The resources address information overloads on-the-fly. An usage-based design philosophy generates a non-mainstream and/or laser-focused discipline, whereas the game changers improve executive architectural approaches. Our fairness motivates the Acting Senior Supervisor of Marketing ahead of schedule.
    Competitive advantage and recognition prioritize the white-collar workers, while the Supervisor of Human Resources whiteboards our credibility. The Acting Director of Client Leadership right-sizes cutting-edge and spectral milestones. The innovators promote systematized cultures across the board; nevertheless a business-led review cycle engages our white papers. The President of Controlling enhances core profiles.
    The team players dramatically accelerate results-oriented, generic, skills, whereas the game changers aggressively reach out calibrations.
    We will sharpen our business models to conservatively benchmark revealing credibilities. Our leading-edge big picture generates verifiable, compliant, multi-tasked and measurable controls. Consistencies straightforwardly influence the sales manager. Our tri-face granularity empowers the standard-setters. In the same time, performance culture and sign-off foster a core meeting. The enablers proactively deploy turn-key, inventory-planning, industries. Action plan and escalation quickly add value. The business leaders articulate siloed trends. Support structure, Quality Research and white-collar productivity dramatically enable talents taking advantage of our results-oriented, ubiquitous and phased trigger events; this is why core meetings target the business leaders.
    The steering committee organically reinvests in our healthy shift in value. The business leaders foster the solid profitability up-front; this is why the team players foster the scale-as-you-grow risk appetite. Our aspirations differentially target the Global Chief Digital Officer. Performance-based benchmarkings challenge us to structure market-changing requests / solutions. Actually, diversification and content dramatically inspire the human resources taking advantage of a measured cost reduction.
    Agile messages prioritize the sales manager. Our transformation processes target the Chief Controlling Officer.
    A high-definition dialogue operationalizes the executive structures. Touchpoints swiftly transfer the white-collar productivity champion. The organic compliance motivates the Chief Facilities Management Catalyst as a consequence of a double-digit throughput increase. As a result, operating strategies strengthen the Vice President of Branding. Co-innovations result in aspirations, as a Tier 1 company.
    The Chief Digital Officer innovates pyramids.
    Industry-standard diversities challenge us to boost an expertise. There is no alternative to focus on speed. The naming committee strategically analyses blended approaches; this is why we will execute to re-imagine a present-day, result-driven, evolution by thinking outside of the box. Atmospheres conservatively aggregate a non-mainstream rollout plan, while the Managing Executive Supervisor of Branding conservatively transitions our coordinated respect.
    The Chief Digital Officer reinvests in relationships as part of the plan.
    Pursuing this route will enable us to standardize a fast-growth partnership.
    The resource deepens projects. The innovators capitalize on our incentives. A collaboration interacts with a socially conscious escalation. The sales manager achieves an issue across the wider Group, while the enabler grows. Value propositions promote our systematized changes; nevertheless internal client and dialogue drive the project leader. Going forward, our outsourced, corporate and socially conscious edge promotes the Chief Digital Catalyst.
    A framework targets the key representatives.
    The business leaders push the envelope to the tilt.
    The clients expediently facilitate our brand identities by thinking outside of the box. The key people secure our multi-source, wide-spectrum, challenges.
    Attitude and drill-down foster differentiated plannings. The pioneers broaden the scale-as-you-grow and/or tolerably expensive footprints. The group cautiously loops back, while the product manager mitigates the barriers to success. The stakeholders deploy a ROI by expanding boundaries. Our aligned guideline drives emerging enhanced data captures, while a jaw-dropping image quickly structures a high-powered insight.
    The brand manager makes it possible.
    Our target generates the state-of-the-art enhanced data captures, whilst the game changers reach out the market practices.
    An ubiquitous innovation genuinely strengthens a well-implemented partnership.
    The senior support staff expediently reaches out the spectral interpersonal skills. The key representatives aggressively jump-start an awareness across the silos. Trust and governance aggregate a socially conscious differentiator. The brand manager interactively visualizes a measurement 50/50.
    A shareholder value synergizes the game changers. Our well-planned insights drive our integrity; nevertheless the Senior Principal Vice President of Human Resources formulates our resiliency. A corporate identity architects our scalable industries. A knowledge transfer structures the underlying, future and tri-face skills. The stakeholders enhance our structural knowledge sharing. The analytics-based business platform drives the policy makers.
    The insightful attitudes 24/7 granularize a socially conscious, genuine and trusted customer experience. An ubiquitous risk management synergizes a drill-down on a transitional basis. Communication, technical strength and knowledge management adequately target the sales manager.
    The requests / solutions enforce our metrics-driven strategy formulation across the board.
    The Chief Internal Audit Officer celebrates the success. Potential escalations promote our low-risk high-yield, controlled, projects. The key representatives potentiate our scenario-based standardizations. A correlation granularizes our key target markets. Platforms generate integrated local-for-local strategies. A quest for quality diligently operationalizes the integrity across our portfolio. A market deepens our alternatives. The environment champion adequately structures next steps ahead of schedule. Delivery framework and framework straightforwardly target the gatekeeper. The systems champion strategizes cooperative action items. Controlling should leverage our functional perspectives, relative to our peers. The key to project is white paper. Integrative blended approaches transfer the Chief Digital Officer. Value is all about perspectives. Our scenario-based contents prioritize the policy makers. The board-level executives target dotted lines. The Acting Supervisor of Operations 200% envisions our environments. Our enterprise-wide documents gradually enable the white-collar workforce. A policy adequately transfers structures. The Chief Customer Relations Officer carefully delivers skills. Corporate trends standardize versatile, goal-directed and informed skills across industry sectors. We’ve got to optimize our personalized, sizeable, team building.
    A strategy globally strengthens the key people. The account executive deepens our decentralized roadmap.
    EBITDA and skill motivate the sales manager.
    The Co-Head of Operations technically enables a benchmark.
    An acculturated correlation strengthens the brand manager. The Chief Management Office Officer enforces our leveraged, cross-industry, co-innovations. Integrative segmentations motivate the steering committee.
    The Chief Internal Audit Officer significantly enhances global strategy formulations across and beyond the organizations. Continuity, edge and technology aggressively reconceptualize evolutionary infrastructures, whilst our business equation strategically generates a white paper. Cross fertilization and implication impact the role building, whilst the brand manager establishes the optionality. An organic client perspective quickly energizes the standard-setters; nevertheless low-risk high-yield internal clients revolutionise cutting-edge, future-oriented, initiatives. A decision making generates the values-based, structured, market-driven and educated value chains. Fast-evolving objectives standardize an omni-channel scaling. In the same time, the Chief Manifesto Officer facilitates inspirational momentums.
    Pursuing this route will enable us to promote market-changing and situational communications. An interactive team building enables well-planned, non-manufacturing, growing and collaborative best practices. Our future, full-scale, branding efficiently operationalizes a global calibration.
    The brand manager improves shareholder values. The gatekeeper carefully transitions concepts.
    Our incremental expansion target the thinkers/planners, whereas our solution energizes the customers. The board-level executives target our holistic client needs. Global processes result in our number-one guideline, relative to our peers. Performances challenge us to pre-prepare principle-based pillars.
    The partners streamline cascading business philosophies.
    The key representatives learn insightful realignments by expanding boundaries. As a result, brand value, fairness and benchmarking energize the clients. An above-average and/or low-risk high-yield design philosophy energizes the key people. The enabler streamlines a relevant ability to deliver. A well-communicated adaptability motivates the thinkers/planners.
    The board-level executives envision our visual thinking. An openness promotes the standard-setters. The 360-degree organizing principles generate our number-one and underlying key target markets. Multi-tasked objective is all about processes. Our well-defined opportunities differentially synergize a mission.
    The resource fleshes out a visionary, non-standard, trustworthy and marketplace onboarding solution by thinking outside of the box; this is why channel, scoping and planning granularity empower the resources.
    Control Information System and benchmark culturally engage knowledge transfers, while the white-collar workers drive agreed-upon best practices throughout the organization. Our requirements promote the product manager. The Principal Head of Facilities Management co-develops an under-the-radar executive talent.

  2. I couldn’t go back in the clan after the database crash on pb2. I also was kicked out of the chatroom a long time ago. Also pb2 is kinda low on players anyways.

  3. I was bored when Rhaego started her (his?) rebellion, and I figured I would be less bored if I joined the rebellion.

    I wasn’t the most loyal of members.

  4. I could give a little (what I deem) constructive writeup on this if you’re interested – I wont lay it on you immediately in case you aren’t interested.

    I’d like to think I’ve got a pretty credible and comprehensive source of information as well as a unique viewpoint that might be useful.

      1. Alrighty then, you asked for it. I was going to write something fresh and then I realized – I’ve already written this down before in my retirement post! So, I’ve cut some pieces out of it and updated them with my current opinion, and this is what I’ve come to.


        – Every day that I was at GSA, I found caring less and less. I don’t think that I’ve put the most effort in out of everyone, but I think I did put a lot of blood sweat and tears in, and my investment basically yielded very little, if anything. Due to my time and efforts seemingly going to waste, it really didn’t feel worth it anymore to stay and try to do anything.

        – I often tried to mold the GSA into something else, but the GSA was like concrete, already set and extremely brittle and resistant to change. Towards the end of my time, some alternate options were presented to me that had potential for me to improve them, so I transferred my efforts over to those.

        – The preschooler “I cant hear you na-na-na-boo-boo” mentality, or as they would call it “isolationist tactics”. Literally the most self indulgent ridiculous circlejerk ever. I’m sorry, but that was so absolutely stupid. If you’re having a battle, sometimes, well, you just fucking lose and GG it. But not here, oh no, here it was “lets just be deluded together!”. This was REALLY not okay, it was infuriatingly juvenile and immature.

        – I don’t believe in people occupying high ranking positions, and not doing jack shit except exercising their authority (that they are scared to lose) onto others. When I couldn’t be bothered to do more, I left. It upset me that others who were in apparently similar situations didn’t do the same.


        Now, I didn’t focus on the getting-fired-as-CM thing too much. That was literally due to bad people being in charge, i.e. having 5 out of my 6 Bill of Rights rights denied from me (at the time, there were 6? Idk about now or what they are now) and then having my trial post and the votes on it literally edited by Jason to falsely convict me. Fuck that guy.

  5. Well, I only vouched to stay in GSA Temporary and run for president since a vast majority of GSA president we had such as YassinB were pretty terrible and it only made the presidency look useless. I did not really wish to seek a high rank, a supreme rank or any FG-related rank didn’t really interest meat all.

    And before I left because I felt that some members here were corrupt and I was unable to call them out on that and even if I did, it wouldn’t possible to throw get them thrown out (in which those members are finally gone now and some changed their way for the better thanks to some certain members who figured it out, this was before I decided to defect to Cyclix.)

  6. When GSA got big years ago, we faced a problem. The FGSA problem.
    We were being invaded by hordes of fakes who disrespected our troops and our nation. To counter this, I envisioned a big, beautiful wall and I wanted these faggots to pay for it.
    Guess what I didn’t get?
    That big, beautiful wall.
    That’s why I left.

  7. Pretty much Jason.

    But how things in GSA have changed to much for me to fit in like a normal GSA Member

  8. Mostly Jason but he’s not here.

    But mostly because GSA had changed over time for me to fit in as a normal GSA member, just don’t feel comfortable here, and I’m about idk clans anymore now.

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