Two things - 1) Since the board did, when is it getting replaced... 2) Jason's fantasies were just like Barry's. Those who don't know history, are doomed to repeat it, those who do are doomed to repeat it with them. |
these are all legitimate points |
The irony is that Jason was using Battelle as his model for what Mitre should become. Battelle has a finger in every pie. |
How so? Not trying to be mean, but I don’t quite follow. |
You're getting crushed because you make software and you annoyed palantir. This isn't that complicated. |
+1 |
MITRE has laid off approximately 1000 people in the last month, and rumors are flying about another RIF coming in a few weeks. Hard to watch so many great people go. |
DOGEes got to grift. |
? |
Is it because their contract ended? Most of the FFRDCs are just doing reports and older folks are still involved with outdated technologies. I work very closely with them and they are very expensive, continue to do research analysis and want constant business from Govt. Why do we need so many FFRDCs? |
This may seem excessive but MITRE, at times, has been an admin/top-heavy company. On the tasks I worked on--always on government sponsor sites--my rate was high because we had to "carry" a lot of overhead and several managers up the food chain who never showed up on site or participated in sponsor work (billed a portion of their work hours, rolled into task overhead). And despite all of this top-heavy support, management never helped me find new tasks when my project work ended... I had to scrounge for new work myself to keep myself "covered" at 40 hours/week. --former MITRE employee of almost 10 years, now working as a contractor at a for-profit company (and much happier) |
This sounds like me and I agree with it. I was a Project Leader of several projects in the HSSEDI FFRDC. Overhead costs were literally >40% of the project budgets. The VP in charge there, YB, was only focused on revenue. And, only Senior Management (minimum DM and above) had direct access to any sort of internal R&D opportunities. (And even then, only if YB liked you or you could put on a fancy presentation, no matter how relevant, important or useful the R&D was.) |
CNA has high overhead.
They’ve tried to lower it by getting rid of offices and combining or creating additional cost centers, etc. This is happening to many FFRDCs. |
RAND’s overhead is even higher than CNA. They have 20 Vice Presidents! |
How many execs were laid off? |