Pluspunten
Take away the top layer of management and you'll bear witness to many hard working employees that keep the place afloat. If the masses at SRC had leadership that was capable of coming up with a sound vision and plan along with the ability to execute this could truly be a great place to work. The good news is that the CEO, Bob Roberts, finally retired at 73 years old and his replacement, Bob Behler, now holds out the hope to the masses that he'll clean house at the top layer and right the ship. For the sake of all the good folks that remain at SRC I hope that Behler is able to deliver the goods that are so direly needed. The Board of Trustees may become a barrier to Behler's success as it has a majority of local yokels on it that have personal ties to many on the top layer that need to find new interests.
Minpunten
During my 7 plus years with SRC I witnessed it lose its focus on the customer(s) and become enamored with itself. The customer(s) have become an afterthought. Around 2005 a few engineers came up with a quick and relatively cheap jammer design that lead to a $2 Billion business and the top layer of management seems to act as though it all happened as a result of their fostering some sort of business model that "allowed" the engineers to create the jammer. Well the jammer business is now being jammed with competition from other firms that have the forethought to invest heavily in the next generation of jammers while SRC senior management attempts to do it on the cheap. SRC top management is into itself and has became addicted to continually paying fees to enter beauty contests for such things as "best company to work for". "best CFO in North Syracuse", "Top 100 IT folk", etc.. In addition the Business Development and HR Departments have been mismanaged for years and allowed to bloat (disapportionately to the overall business) into buffoon filled organizations that continually tax the other departments with senseless tasking. The money wasted on all this could have been better spent on installing functional IT systems, hiring a small quantity yet key high quality "rainmakers" in the Business Development department rather than a high quantity of stray cats and dogs that have been run off from other firms (for readily apparent reasons). The HR Department needs to be cleaned out completely and totally rebuilt by hiring pragmatic and mission supporting personnel. Nepotism runs rampant at SRC.