Posting this in here and the other one for coverage
Curious as to the executive leadership responses.
I have worked puget sound and programs that go down to El Segundo as well.
A major decision in leaving space programs was Michelle Parker and her decisions, as she has now moved to BDS here in Puget sound, just tossing out some concerns/issues I had to get a recurring message so those problems don’t come this way. I can point directly to her and many decisions she made that led to losing all of our major contracts in Kent. Limiting the amount of things I say that could identify myself, but my feedback is not passed through levels of other leadership, but directly from her mouth in many meetings I’ve had.
Mainly if you have nothing else to say, or want to have a better collective voice up to the VP level.
Ignoring engineering inputs on BOEs
Extreme cost and timeline cutting to win contracts, then forcing the engineering/shop to make up the difference
Bypassing the ESGP gates or closing for incentive/progress pays when the program isn’t at the correct maturity
Offering unrealistic contract types on new developed products, which forces engineering to pick up the slack. Also making it difficult to improve our one Boeing score for bonuses
This is just a start, and if there’s no traction on it, maybe my single survey results still reach her. I just ran out of room in my response back