TL;DR
Cloudflare’s engineering team grew 45% even after mass layoffs, as CEO Prince says AI kills “measurer” roles while builders and sellers survive.
Cloudflare’s engineering headcount surged 45 percent in the weeks after the company cut 1,100 jobs in May, according to BNP Paribas data drawn from LinkedIn profiles. The finding, first reported by Business Insider, shows Cloudflare’s engineering staff grew from 1,308 to 1,894 even as its total workforce shrank by a fifth. CEO Matthew Prince confirmed the trend and offered a framework for understanding it: every company, he said, is made up of builders, sellers, and measurers, and AI is eliminating the third group.
Prince told Business Insider that the distinction is straightforward. Builders make the product, sellers bring in the revenue, and measurers track, report, and coordinate the work of the first two groups. The roles being cut at Cloudflare, and across the tech industry, fall overwhelmingly into the measurer category: middle managers, operations staff, finance analysts, and marketing coordinators whose work AI agents can now approximate.
“If you think about what AI is most effective at, it’s looking at data sets and summarizing them,” Prince said. He added that if his engineers become more productive with AI, he would hire more of them, not fewer. The logic is that AI amplifies the output of people who build and sell but replaces those whose primary function is oversight and reporting.
The BNP Paribas analysis, which Business Insider says Prince reviewed and confirmed, could not be independently verified outside that report. LinkedIn profile data captures job title changes and may not perfectly reflect internal headcount. But the direction is consistent with Prince’s stated strategy: Cloudflare cut broadly and then invested heavily in the function it considers most valuable.
The pattern is not unique to Cloudflare. TrueUp, a platform that tracks tech hiring, reports that open technology roles are up 14 percent in 2026 compared with a year ago, with hardware engineering positions surging 52 percent. The gains are concentrated in technical and product roles, while openings in operations, human resources, and general management have declined.
Companies are hiring more people who build things and fewer people who manage the people who build things. GitLab followed a similar playbook in May, cutting seven percent of its workforce and stripping out up to three layers of management while reorganising its engineering division into 60 autonomous teams. CEO Bill Staples called it preparation for the “agentic era,” and the companies that have cut most aggressively are not shrinking their engineering capacity but concentrating it.
Prince’s framework carries an implicit warning for anyone whose job description centres on coordination, reporting, or process management. He was blunt about the trajectory, telling Business Insider that “a lot of the support roles are not going to be the roles that drive companies going forward.” If your work can be described as measuring what other people produce, the category you occupy is the one AI targets first.
The broader labour market data complicates the picture slightly. Tech CEOs have recently shifted from warning about AI job losses to insisting AI will create jobs, a pivot that coincides with approaching IPOs for companies including OpenAI and Anthropic. Prince’s framework sits somewhere between the two narratives: he is not claiming AI creates jobs across the board, but that it creates engineering jobs specifically, at the expense of everyone else.
Whether the builders-sellers-measurers model holds beyond Cloudflare is an open question. Not every measurer role is dispensable, and not every company can absorb a 45 percent engineering expansion while cutting a fifth of its overall workforce. The framework also assumes that AI tools are reliable enough to replace human judgment in oversight functions, an assumption that remains contested even among AI researchers.
What is not contested is the direction of hiring. Cloudflare’s Q1 2026 revenue grew 34 percent year over year to $640 million, and the company added a record number of enterprise customers even as it shed 1,100 roles. The restructuring was not driven by financial weakness but by a bet that the work those people did can now be done by software, and that the savings are better spent on engineers who write more of it.
Prince’s taxonomy gives a name to a shift that dozens of companies are executing simultaneously but rarely describe this clearly. The question for the tens of thousands of workers displaced across the tech sector this year is whether “measurer” is a temporary label applied to roles that will eventually return, or a permanent verdict on an entire category of work.
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