L-3 Communications Holdings Inc. Layoffs

Messages relating to layoffs at L-3 Communications Holdings Inc. are presented below the company info.

L-3 Communications Holdings Inc.

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Aerospace & Defense
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Posts regarding layoffs at L-3 Communications Holdings Inc.

Go to thread Anonymous61946, Friday 01/30/15 01:43:59 UTC

We're Number One!

Based on an entirely unscientific survey of several other defense contractor pages on thelayoff.com, we have the most active site with the most prolific philosophers, pundits, poets, and piss-and-moaners. Keep it up! Frank would be proud.
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Go to thread Gerhardt Gefuwkt (Corporate Promotion), Wednesday 01/28/15 02:39:22 UTC

2015: Off and Running!

2015 is here and the Communication Systems Group is off and running! There are indeed Opportunities out there. Granted, it is one thing to have an opportunity on your business plan and quite another to have a contract awarded, but it looks like we are relatively well positioned to get some business this year. The challenge is not so much growing our business share, but defending it against the Big Primes who are trying to grow theirs. So let's all pull together for the Big Win! We have nothing to fear but fear itself... and maybe getting canned... or forced into early retirement.
Reply to this post | This thread: 312 views | 4 replies
Go to thread Karl Hayek, Saturday 01/24/15 21:51:32 UTC

L-3 CSW is NO Meritocracy!

A ghost is haunting L-3 CSW. It is the ghost of American ingenuity and hard work that, for hundreds of years had penetrated the so-called "elite" through talent, perseverance, and gumption. L-3 CSW is a reflection of our nation at this point in time, a weak artificial aristocracy run by nepotists, cronies, and timid, risk-averse leaders. L-3 CSW has become a "union" of interconnected family-members, friends, and ideologues. No where has an emphasis been placed on serving the warriors who serve us. No where has an emphasis been placed on creating wealth for our shareholders through old-fashioned sweat and toil. This is a company in the throws of its demise. The people who lead it do so from an ivory tower in Manhattan, with little to no understanding of the people they have appointed to run CSW, and with a growing indifference to their lack of talent and their tepid results. L-3 CSW has become a languid jelly-fish, poisonous to those who touch it, slow to move. The self-perpetuation of CSW's leadership circle, its mistrust of talented young managers, and its blatant nepotism is polluting the oceans of America's defense infrastructure. As taxpayers, we should demand better from L-3 CSW. As employees, we should demand better from its leaders. It is time to stop blindly accepting their orders, and introduce a true meritocracy to its ranks. Let us fire the nepotists, let us shed ourselves of the floundering deadwood! To the Board of Directors: fire the CEO, fire his staff, and fire every CSW nepotist and his/her child/husband/wife/brother/son/daughter who is standing in the way of greatness. We serve those who serve others. Let us serve them better!
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Go to thread Anonymous60034, Friday 01/23/15 14:21:42 UTC

Does L-3 Camden, NJ (CSE) still filter in/report to CSW? When I was at CSE years ago that was the setup?

Other Qs: 1. When are CSE layoffs likely to happen...end of 1Q? (guess or per rumors) 2.If CSE still makes some profit??? (since it's doors a still open) - why does not Lockheed Martin purge CSE and get their work to continue growth? or is it not sustainable work? 3. Who now at CSE owns/has the title VP of Strategy? I remember Boziack and another VP of Engineering with Ph D having the title has a subtle hint that you are out the door soon.
Reply to this post | This thread: 289 views | 4 replies
Go to thread Anonymous59855 (waco PID P3), Thursday 01/22/15 22:02:39 UTC

Layoffs at L3 Waco

My understanding is that layoffs are starting this week....about 250 which is about 20%..... What have you heard or know?
Reply to this post | This thread: 289 views | 2 replies
Go to thread AL LIANCE (Mfg), Thursday 01/22/15 19:58:29 UTC

The CSW Debacle, Lessons and Recommendations

It’s the leadership, the outdated, ineffective organization structure and that CSW has had no strategy for years that is at the root of the divisions failure. (Note: Letting your BD staff and business area VPs travel the world is not a strategy, that’s called a paid vacation). (more on strategy later) Dear corporate management, please, please deal with CSWs incompetent leadership. The governance has been just plain hideous, you know that, you don’t like it, you don’t want to admit you’ve made mistakes, but you must take action. Put your big boy pants on and let’s get going. Arrogant and incompetent leadership has proven to kill the business. Please learn a lesson here, really, PLEASE. Now is the time to Clean House! Boot the VPs who got their positions by being brother in laws, former executives sons, former military pilots, the good buddies of former executives, and those who got to their current positions by means other than earning them. Why would you think a pilot could run a business area? That’s just weird. Hiring pilots to run business areas is so arbitrary, why not hire a botanist, a journalist or a nurse to do the job? They’re smart people and probably more caring, and at least most of them are from the commercial sector where they understand that a profit motive is a rational pursuit. Pilots know how to fly planes, but from what has been clearly demonstrated for the most part, they know nothing about engineering, manufacturing, leadership or finance. Letting them run programs is like giving the your car keys to a wild 12 year old. They may be able to reach the pedal, but my god, you know death and destruction is not far away. Furthermore, former executives sons and their entitled attitudes, strut around, travel needlessly and demoralize their staffs. Then there are the brother in laws. I thought the company had a policy against nepotism. It appears that policies are again, only for the little people. Policies and procedures are used as senior management tools to punish people with. It’s another awful, in your face reminder of how the elitist at the top could give a crap about rules and ethics. It is demoralizing to the employees and demonstrates how poorly the group is governed. Then there are the friends of former leaders. They were put in place to insulate and protect the ‘boss”. They are impostors, They can longer serve that purpose, so let them free to find new opportunities. The “senior staff” are (for the most part) misfits and not only provide damaging leadership, they demoralize the entire working population at CSW with their very presence. Their high salaries, bonuses and perks deeply offend the dedicated workers who earn their wages and want to serve their employer and country and keep their futures and families secure; especially in light of the unending series of major management screw ups. Sharpen the metaphorical guillotine and get to it, the sooner the better. Replace them with one of their staff to work as an “acting” VP. Pick someone who is nearing retirement, demonstrate reasonable competence and then, put on a serious search for someone who knows the intricacies of the business, the marketplace and knows how to collaborate with customers. Find people that are equipped with the education, experience, wisdom and respect to lead. The incompetence, the hubris, the lack of experience, the bullying of customers, the inability to listen, the arrogance, the poor, slow, error filled engineering practices, the inability to manufacture efficiently, the degradation of quality, the lack of wisdom, the misguided values, the SAP transition debacle, the ceaseless uncooperative infighting within the executive staff, the horrible decision making, the hatred, the venom, the thinking that CSW was so superior, the cronyism the nepotism, the passive aggressive behavior, the inability to collaborate, the inability to satisfy customers and the ever present bleakness and fear needs to end. Find a better group to run this business. Provide some leadership.
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Go to thread Anonymous58760, Monday 01/19/15 13:43:11 UTC

Job Posting for VP of Business Development

CSW has posted a job in SLC for VP of Business Development and Strategy. Rumor has it that L-3 leadership has no faith in the current CSW business development staff, and that business is definitely drying up (an early indication of layoffs to come). Realizing the previous hires for this role (Claude comes to mind), is it smart to plow more money into yet another VP when the issue may be the lack of decent products to sell, not which VP's name tag hangs outside a vacant office while he commutes back and forth (at L-3 expense) from San Diego. Smart? I'll let you decide...
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Go to thread SufferingCSE_Employee (Engineering), Saturday 01/17/15 17:15:57 UTC

CSE is doomed ..

We have done a good job of selling parts of the two buildings here in Camden but there is no long-term plan for this division. Morale is terrible, 10% pay cuts for non-represented employees are common and layoffs are a reoccurring event. Almost no new business is coming in and management just wants to milk the remaining current projects for as long as they can until this division is inevitably shut down.
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Go to thread Anonymous58392, Saturday 01/17/15 00:52:39 UTC

Poodles aka curly is gone

Reply to this post | This thread: 387 views | 1 reply
Go to thread Anonymous57034 (Planners ), Sunday 01/11/15 19:09:04 UTC


SL planners received a bonus, I got $7000.00
Reply to this post | This thread: 1129 views | 6 replies
Go to thread Anonymous56344, Thursday 01/08/15 03:15:49 UTC

I miss Val

He made me laugh
Reply to this post | This thread: 636 views | 3 replies
Go to thread Alliance (Mfg), Tuesday 01/06/15 19:37:13 UTC

Desperate in Salt Lake City

Recent, predominant CSW “senior level” managerial behaviors include mentally tormenting and humiliating lower level employees (many examples jump out here) “scape goating”, exacting revenge, long, excessively eerie periods of silence, ridiculing, back stabbing, verbal lashings of other organizations (LE’s career building tool), an inability to articulate what needs to be done, useless excessive data gathering and reporting, holding long multi function meetings to comb through meaningless calculations of non value added data for the purpose of attempting to appear to know something, (tea leaves, taro cards, palm reading, numerology, etc.) that does not make any sense whatsoever while tying up a myriad of workers to do so, misrepresentation and misinterpretation of the facts, arbitrary misdirected decisions which are then used to implicate the once innocent and obfuscate the facts, and lots of involuntary twitching. And the corporate folks jump aboard; encourage the behavior, wasting time, resources and money. What a sorry mess. Can’t blame them for the twitching though. Gone is the sense of loyalty, a dedication to mission, and a commitment to support our military customers. We deserve better. L-3 is in desperate need of leader who has earned authority, a leader who can set a positive tone and direction for the organization. Someone who can develop a vision based on knowledge and experience, and develops a direction and a purpose for the firm. More than financial gain and self-promotion motivates a genuine leader; they embrace competition, love technology and possess an ability to inspire people. They lead to win. They win trust, loyalty and contracts. Tragically in recent history, the only three requirements for being “the chosen one” at L-3 CSW has been 1) hold an electrical engineering degree from a low end engineering school, and 2) the ability to play “up ladder” internal politics and finally 3) have no significant accomplishments on their resume. There must be an assumption that knowing Ohm’s law and kissing @$$ while not having done much of anything somehow translates into that person having the ability to navigate and prosper within our market. How crazy is that? L-3 CSW once possessed in abundance a sense of loyalty, a dedication to mission, and a commitment to solve difficult problems, no matter what. Those unwavering qualities grew the company. Customers would marvel at how hard L-3 personnel worked as compared to other firms. There was respect. And from that position of respect, loyalty increased, the reputation spread and the business grew. Back in the day, when a customer selected L-3 to provide a communication system, they were absolutely sure that it would work and work well. That binding strength showed up in financial statements. It’s something an external auditor would likely miss. Loyalty, dedication and commitment can’t be accurately measured or quantified and as such is not talked about much or valued by outsiders. It’s hard to explain to someone not intimately involved. But you know it when you’ve got it. Cynics will scoff and dismiss this as some sort of touchy feeling nonsense. But it’s real. And that strength that once was the backbone of the firm has been drastically weakened. It was weakened by a belief that senior management was important and little worker bees are not. To them, the little people are easily replaced. It was weakened by the arrogant and incompetent. The senior managers running the firm convinced themselves they were worth what they were being paid. After all the proof was in the paycheck and bonuses, why else would they be rewarded so well? When in reality, they inherited a strong enterprise and drove it off a cliff. The only play for them now is to hang on and/or jump to a customer or competitor quickly. CSW has never had a genius leader/inventor like Jobs, a Bell or an Edison. The intellectual power that built CSW turns out to be the “little people”. And it’s obvious L-3 does not have to foggiest notion how to manage that.
Reply to this post | This thread: 812 views | 5 replies
Go to thread The Ghost of Steve Hall, Monday 01/05/15 22:26:01 UTC

Write 5 "Thank you" Notes this week

Urgghhh....this is the Ghost of Steve Hall.... As I mandated for all my CADRE members (including the debonair Devvin Allen), you will write 5 thank you notes every week. Consider this your call to action to write 5 thank you notes to the people most responsible for L-3 CSW's demise. Example: "Thank you, Mr. Hall, for indoctrinating the young minds of CSW with your Malcom Gladwell managerial diatribe pulp, convincing them that, through hand-written glib and Blue Shirt Tuesdays, that they will somehow be more promotable. Like I really need a flow chart to describe how to choose a mentor (when you're going to choose one for me, anyway)?"
Reply to this post | This thread: 830 views | 11 replies
Go to thread Anonymous55679, Saturday 01/03/15 18:26:13 UTC

Not Motivated other than Long Lunch Times

I know L-3 CSE Camden. NJ STILL has a lot of over priced FULL but really part time workers in Finance/Contracts, ADM and BUS DEVELOPMT. Not sure why this is allowed to continue. I had heard that current heads are at 700 with 500 likely in near future. Insiders still there say so. I left 7 years ago. Thank Moroni or Brent or the midget.
Reply to this post | This thread: 428 views | 3 replies
Go to thread The Sleeping Prophet (Scrying Premonitions Dept), Friday 01/02/15 16:39:44 UTC

CSE 2015

I see more FOM (Friends Of Micha) being hired…the new admin secretary is friend of Rev Rory. Alison only knew how to bust unions and close facilities. ( SERO is age 55 or older). Since I know Corporate in NY reads this site, Michael Strianese…is CSE low hanging fruit ? Are we just the Division of Misfit Management ? Even Jack Welch would show up in person to COMMUNICATE with the workers.
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Go to thread Anonymous55502, Thursday 01/01/15 15:18:18 UTC

Explains it well

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Go to thread Anonymous55441, Wednesday 12/31/14 16:49:59 UTC

Joseph Smith and CSW takeith CSE (L-3 Camden) and now giveith away

Look for private equity firm to purchase L-3 Camden soon and slice and dice and burn and churn goodbye. Mormon scripture The Angel has blown his bugle
Reply to this post | This thread: 598 views | 2 replies
Go to thread Joe Biden (CS-E Delaware Ops), Tuesday 12/30/14 03:07:53 UTC

Val Snyder update?

Any update on the current status of the great Valjean Snyder? Still at CS-West? Kicked upstairs? Given some lofty title at Corporate?
Reply to this post | This thread: 887 views | 4 replies
Go to thread Anonymous55041, Saturday 12/27/14 01:11:52 UTC

January 2015

salary reductions..more layoffs in Jan 2015..the CSE footprint gets smaller and smaller. Private Billionaire Investor now owns both A&E and Ops Buildings. is it coincidence that associates of the Rev Rory Clark get hired at CSE and Alison is "asked to leave" ? doesn't take a Mensa member to figure that out. John Mega questioned the business sense of "Focus Selling". "Where's the Beef" indeed.
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Go to thread GUY FAWKES, Friday 12/26/14 04:14:17 UTC


WHERE’S THE BEEF? What a great caricature of commerce from the annals of time: “It certainly is a big bun-a fluffy bun.” ‘Where’s the beef?’ Some hamburger places give you a lot less beef & a lot of bun. You want something better? Most assuredly we’ve been sold a large fluffy bun, an $800K fluffy bun called ‘Hocus Pocus Focus $elling,’ But where’s the beef? It’s been months AND NO NEW ORDERS! We don’t want repeat orders, ‘WE WANT SOMETHING BETTER!’ The only NEW orders we’ve received are ‘Marching Orders.’ So, where’s the beef? However, before proceeding, congratulations to Elmer Gantry who was recently married and managed to find the time while honeymooning in Hawaii to do an interview with Mike Shereck (from Accomplishment Coaching) on WSRadio. Com What a cooperative, mutually tolerant bride. When she said, focus dear, the only thing going through Gantry’s mind was Hocus Pocus Focus Selling. It’s okay though, I’m sure you’re enjoying the honeymoon while disbursing $800K! Yes, our residence is in a new and uncertain world; a world of endless possibilities and infinite outcomes. Countless choices enumerate our fate: each choice, each moment, a moment in the ripple of time. Enough ripple, and you change the tide... for the future is never truly set. Are we destined down this path, an uncertain path destined to destroy ourselves like so many before us? Do our leaders know their own restrictive weaknesses? What are the tools for success? Has Gantry’s Hocus Pocus Focus taught them well? Before we focus on hocus pocus we ponder whether or not competent leadership is in place to exert the propelling force to implement the program. Leaders Must Be Given The Tools For Success –“When soldiers were sent to Viet Nam without the necessary weapons, leaders underestimated the enemy” and it cost 50,000 lives. Has our leadership the capability of executing a strategy for success? 1.Leaders Seek To Serve Rather Than Be Served – The best leaders are committed to the success of those they serve. Our leader is in it for HIM! 2.Leaders Cast A Big Vision – Great leaders give others a great vision for their lives. Great leaders would not cast a future vision by “Shooting the Dog” of the past. 3.Leaders Find A Way – Leaders are resilient and cautiously, not recklessly, press forward. Our leader aims for nothing and hits it every time! Where’s the beef? 4.Leaders Bring People Together By Creating Common Ground – What common ground do we share? We generate profits from the box business that you want to eliminate so you can draw your fat salaries and bonuses. The BOX business has served you well! 5.Leaders Can Become Dangerously Misguided – “Never before has there been a cause to unite us.” There are many great causes to unite people. However, the destruction of our past history will never be one of them. 6.Failure Is Not Final – Leaders are people of second chances and extend grace to those who need it. TIN MAN, YOU NEED TO LEARN THIS. “Just because someone stumbles doesn’t mean they lost their way.” 7.Leaders Are Dealers In Hope – “The greatest gift we have is to bear their pain without breaking and it comes from your most human part – hope;” and not by brow-beating your subordinates because you’re afraid to fail. 8.It Often Takes A Leader To Talk To A Leader – Because of the commonality of their journeys, it often takes one leader to encourage another. Other leaders have credibility because they understand the struggles which come with leadership. Some of you leaders need to have a heart-to-heart with the car salesman to tell him that Focus Selling is Hocus Pocus is not what it’s cracked up to be. 9.Leaders Are Bridge Builders – “Humanity has always feared what is different.” While this may be true, successful leaders are inclusive and continually building bridges. Leaders find ways to bring people together. HELLO! 10.Leaders Have A Responsibility To Understand The Impact Of Their Decisions – Leaders make decisions and decisions make leaders. The most successful leaders have developed a quality grid for decision-making. “Countless choices define our fate…Enough ripples and you change the tide. For the future is never set.” 11.Honor The Past – Plain English, don’t Shoot the Dog! Leaders understand that you cannot move people into their future without first touching their past. You may find that having is not so pleasing a thing as wanting. This is not logical, but it is often true." Let’s look at Rory’s own words: •Once you have eliminated the impossible, whatever remains, however improbable, must be the truth. •In critical moments men sometimes see exactly what they wish to see. •Rory said, the average executive wastes 80 days a year. Give us 30 of those days, you’re going to see a dramatic change in performance and an amazing change in your people. •After Hocus Pocus Selling, people will be so confident they’ll be able to win every opportunity they want to win every single time! •Wouldn't you rather deal with a salesperson who is trying to sell you the best product or service for your needs than the one that they can make the most money on? They are your words Rory: It’s certainly been more than 30 days. So where’s the beef? John S. Mega—you are obviously an intelligent Mensa member. I have to assume you are giving the car salesman enough chain to run into the street. Did you actually approve an $800K plan pawned by Elmer Gantry when a couple of books selling for less than $20 would have done the trick? In the book, Streetwise Customer-Focused Selling (Nancy J. Stephens) first & foremost everyone agrees the objectives agreed-upon must be realistic and measurable. Once these goals are set, it is up to you to manage your customers' expectations and teach them how to attain their objectives. The key here is to listen to your customer and make sure your customer knows how to use your product or service properly. Test for value to ensure that your offer provides what you said it would. We could’ve purchased this book, used on Amazon, for less than 10 cents. There are lots of immediate takeaways from this book and it’s not just a pumping motivational type of sales book. Used with Jeffrey Gitomer’s ‘Sales Bible,’ the company could’ve saved about $800K. We don’t like the word, ‘sales.’ We like customer needs. What’s your need? The need is 10% EBIT…to get EBIT, we need orders and orders are procured for SALES (there’s that nasty word again). We can sum this up by asking: Where’s the beef? WHERE ARE NEW ORDERS? Focus Selling is rapidly becoming known as FOCUS FAILURE! I mentioned in an earlier publication that the reasonable thing to do was to let Elmer Gantry land the first big job proving his program. His remuneration would have been subsequent to fleshing out his message. Considering the fact he’s never sold his program to any major defense contractor or aerospace company, we are merely a pilot program that if successful will pave the way for his future. I am certain we’re hoping that Captain Rich Kitchen’s can work some magic. And NO, he’s not the proprietor of Captain Kitchen’s Seafood on Baker Street Plant City, Florida (look it up). Yes, he was gracious in touring production crews and cast members around Joint Base Pearl Harbor-Hickam for the production of the action movie Battleship. Oddly enough, most of Gantry’s accomplishments shadow on the kinds of business RCA did during the 1980’s, and defined by the car-salesman as ‘the past.’ So why did we hire this guy? The two books mentioned previously could have saved Camden jobs! Let’s look at Gantry’s customers: Mentor Graphics---Oregon---IC design/mfg; PCB Mfg.—Not Camden, try Salt Lake Altera—Silicon Valley—Programmable Logic Devices---Not Camden, try Ultra Electronics 3eTi Memc---Missouri---Silicon Wafers for semiconductors---Not Camden—Try California or Dallas Jabil---Designing the look and feel of plastic & metal enclosures housing PCB’s---Back in 80’s. Hot---Is that Starwood Hotels & Resorts Worldwide? Huh? I think there once was an escort service. Foster & Wager-small electronics parts & equipment—20 people---They probably sell to us…LOL It’s back to the future! So, where’s the Beef? Looks somewhat like box business to me. Lest we forget, join with me in bidding adieu to Alice in Wonderland. How did that Hocus Pocus Focus work out for you? Epilogue: You can't chip away at the defenses one objective at a time; it's usually an all or nothing gambit. The eponymously named-Guy Fawkes espies the web of deceit and nest of scorpions as the Pholcus phalangioides spread their venom while feeding upon each other in their quest of longevity.
Reply to this post | This thread: 838 views | 13 replies
Go to thread Joey Camden (CS-East Department of Redundancy Department), Wednesday 12/24/14 01:31:51 UTC

More Good News

Now we hear that certain non-represented folks have had their salaries reduced. Admins? Factory types? Management? Better than a 100% pay cut I suppose, but hardly a good sign.
Reply to this post | This thread: 600 views | 3 replies
Go to thread Anonymous53992, Thursday 12/18/14 18:19:08 UTC

L-3 CSE Camden, NJ questions

I was laid off years ago and moved away and lost touch w/ folks. Can someone please answer some Q's? 1. How many people are at Camden facility now? 2. Will more layoffs occur 1st Q 2015? 3. Is Lockheed Martin leasing space from L-3 in Camden, NJ? 4. Any rumors on Lockheed buying CSE?
Reply to this post | This thread: 1113 views | 8 replies
Go to thread Kris Kringle, Thursday 12/18/14 01:13:26 UTC

Season's Greetings

And though it's been said Many times, Many ways, Your manager wants to see you in HR, You can pick up some boxes over there, Merry Christmas To You!
Reply to this post | This thread: 524 views | 2 replies
Go to thread Anonymous53674, Wednesday 12/17/14 05:35:51 UTC

L3 Internship

Not sure if this is the right place to ask, but my post on indeed was not answered. Here is my question: I'm a recent graduate in Aerospace Engineering and I'm wondering how to get into L-3. All of their entry level positions ask for a previous Co-op or Internship, I'm wondering is that a hard requirement? Should I stop wasting my time applying there if they don't let people without that requirement in? Thank you in advance!
Reply to this post | This thread: 903 views | 12 replies
Go to thread Anonymous52602 (Waco PID), Thursday 12/11/14 14:37:06 UTC

Rumors rampant

Waco layoff rumors rampant. Engineering mainly, especially Flight Sciences.
Reply to this post | This thread: 391 views | 2 replies
Go to thread Al Liance (Mfg), Tuesday 12/09/14 23:51:22 UTC

Shame on L-3 and don’t beleive them As this dismal, painful, gloomy year ends, with loss of jobs, contracts and spirit, L-3 Mgmt. cashes in

Today, the Board of Directors proudly announced a repurchase $1.5 billion of L-3 common stock. This was done after Val Snyder repeatedly assured us that times were tough and the company could not afford salary increases or reasonable severance packages, and preceded with demotions, layoffs and threats. The severance packages offered were about one third of what former packages were and what still is standard at decent reputable US defense contractors. Furthermore, L-3’s balance sheet shows third quarter net operating cash of $390M with $508M of cash on hand. A chunk of the purchased stock will be awarded as stock options back to the executive staffs in NY and SLC. Not only is the stock and current stock options owned by top management worth more, their future stock option awards are going to be worth more too. The employees and customers of L-3 are being taken advantage of. These guys are a corrupt bunch of money-grubbing jackals stripping wealth out of the firm for themselves. The problem with the leadership of a L-3 Communications being ‘financial types’ is that they only measure success by the increase of their personal net worth. Their ethic is to accumulate as much wealth as possible for themselves and live as extravagantly as they can, while they can, before they get the boot. There is no leadership here, only hidden, self-serving greedy people and their corrupt principles. What they are doing is most likely legal, but shouldn’t be. The principles of dedication and hard work no longer matter. But they will assure you it does: after all our work is making them filthy rich. In the name of creating shareholder value, L-3 is doing splendidly. It’s been a terrific year. They must be sore from patting themselves on the back. Bonuses for the leadership should be higher than normal this year. After all, it’s stressful having to terminate and bring financial harm to the little people. These guys are making millions as the people who built the company suffer. They must be laughing at us. We’re gullible enough to believe their BS. The game they’re playing is so easy, in SLC people will believe anything you tell them, such fools. It’s like taking candy from a baby. What could that $1.5B have done? We could have developed products, saved careers, treated employees with dignity, and been treated like we have value as well as help our country. But instead, these guys are lining their wallets and taking what we have worked for. Shame on you L-3 Executives, shame on you. Shame on you Val, Rich, Mike and Ralph.
Reply to this post | This thread: 1258 views | 5 replies
Go to thread Anonymous52067, Tuesday 12/09/14 05:32:10 UTC

CSW- Any truth to the Guthrie rumor?

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Go to thread Rollo Thomassi, Friday 12/05/14 18:19:22 UTC

"Shoot The Dog ?"

RCA and it's longtime mascot, Nipper have done more to change electronics and communications in the USA and the world for over 100 years. Now it seems Management has embraced a cult mentality called "FOCU$ $ELLING" founded by the Reverend Rory Clark. CSE paid the Reverend $800,000 to usher in a new "Business Mentality" that has more in common with Scientology than the Defense Industry. "Running Rhinos" were hand picked to spread the word; think of it as "Wall St" meets "Jumanji". The Used Car Salesman & The Tin Man were told by Clark to "Shoot the Dog" (Nipper) i.e. getting rid of the RCA blueprint for success. John Mega & Susan Opp may have given the Car Salesman enough rope. As for the Reverend Rory Clark ? Jesus the Nazarene threw your kind out of the Temple….Beware Fal$E Profit$
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Go to thread Anonymous51476, Friday 12/05/14 12:40:53 UTC

Who will be next?

any guesses? Seems that the housecleaning has finally started
Reply to this post | This thread: 1786 views | 7 replies
Go to thread Anonymous51431, Friday 12/05/14 00:59:24 UTC

Ding dong the witch is dead!

The Wicked Witch of the West is done!
Reply to this post | This thread: 1630 views | 6 replies
Go to thread Al Liance (Mfg), Thursday 12/04/14 19:50:47 UTC

“Thus, by their fruit you will recognize them.” Mathew 7:20

Dear Lord, thank you for ridding us of Val Snyder. He was an evil little weasel that brought great harm and suffering to L-3. His “fruit” is the pain and loss CSW suffers from today. He was the worst president the division has ever had, by far. There is no joy today, only the shock, destruction and terror he leaves in his wake. It would be appropriate for corporate management to learn a lesson here and go back to consider how they made the horrid mistake of putting such an incapable stooge into a key position. He had poor engineering skills, and little to no background in business systems, manufacturing, finance, process, quality, supply chain management, marketing, and program management or the ability to build strong customer relationships. And yet, he was given the position to lead the company at a critical transitional juncture in its history. In retrospect, it was like giving a 5 year old a 5-gallon can of gasoline and a box of matches. The outcome was inevitable. He had no admirable character traits: no sense of loyalty, no sense of duty, no vision for how to develop products that could compete in our niche market and grow the company. He had not a drop of patriotic blood in his body. He never considered how L-3 could help support our nations security. Poor Frank Lanza would roll over in his grave if he knew what dismal leadership his original flagship division had in place. Sorry if some readers here feel like Val is being kicked while already down, that is not the purpose of this message. There is a serious lesson to be learned here. The culture of the company develops directly from the senior leader. It is how that person, on a daily basis, acts, thinks, and behaves that sets to tone of the culture. In selecting the next president, it would be wise if both competent and noble traits were the criteria for selection. The division’s culture has been deeply corrupted. During the past few years, higher-level management decisions were made based on cronyism, settling grudges, self-benefiting politics, nepotism, paranoia, and who knows what other nonsense. We need someone with a sense of direction with the desire to lead and ability to compete. We need someone with character. Someone who is tough, fair, and can separate the BS from fact. The days of nepotism and petty politics needs to end. How are we going to compete with the new entrants in the high bandwidth secure communications market? How are we going to structure the company to make better decisions, products the services need and want, be more streamlined to lower costs, quicker to market, with added features and higher reliability. How do we reward people who will build a strong company verses ego-building empires? How are we going to reduce and eliminate inefficiency? How do we get rid of the fiefdoms that drive costs yet add little to no value? How are we going to make the business systems work efficiently, without armies of analysts? (It’s in many departments it's in their own self interest to not let SAP work) How can we use discretionary IRAD money to prove concepts and reduce technical risks on upcoming competitive contracts rather than pay for things that should bid as contract specific tasks? How do we earn back customers respect, trust and business? How do we get our dignity back? We are a company in crisis and are desperate for honorable leadership. We need someone who knows the market, knows how to run a business, and refuses the corrupt ways of the current leadership team. It's time to clean house.
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Go to thread Anonymous51270, Wednesday 12/03/14 23:59:29 UTC

See ya

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Go to thread Al Liance ((Mfg)), Wednesday 12/03/14 16:43:49 UTC

Suggestion for Improvement

Although the experiment to allow the "arrogant and incompetent" to lead L-3 CSW has been oddly interesting, (really, could these boobs have done any worse?) you have to ask the question “how in the hell could this have happened?” Aren’t big corporations motivated to make profits, increase shareholders value, and stuff like that? It’s costing L-3 untold fortunes, lost customers, the inability to perform, damaged reputation and personal harm to employees and their families. And yet the ‘leadership’ is doing just fine with their inflated salaries, bonuses and stock options despite how badly they are bungling things. Maybe the current state of affairs has resulted from a “Darwinistic System” that has somehow perversely developed at L-3 CSW. It appears that the L-3 selection process for advancing up the ranks has somehow morphed over time and determined the preferred characteristics of brown nosing, buck passing, manipulation of the truth, passive aggressive bullying and the ability to vilify others while self promoting to be most desirable traits. The selection process for promotion has resulted in the current group of sycophant suck-ups to rise to the top of the management structure. It is not the strongest or the most intelligent that are surviving and prospering at L-3, but those who can best deny reality, and seduce senior level management into pulling them up the chain of command. Psychopaths love being surrounded by sycophants. Greed and self-interest may have gotten them their positions, but those character traits can only yield more destruction, loss and pain. It's time to find new leadership. Sorry, but sometimes the truth hurts and often when it does, it should.
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Go to thread Anonymous51198, Wednesday 12/03/14 15:51:55 UTC

Thanks for proving me wrong to my daughter that cyber bullies grow up too.

My daughter is struggling with "friends" that hide behind a computer and say mean things about her and her friends. I explained to be the better person and know that these bullies grow up, but this site proves me wrong. There are so many hateful and personal things said on this site. If you want to complain about the company or management, then back it up and keep the personal shit out of it. These are people with kids and families just like the rest of us. They may not be doing things right by your standard, but they don't deserve the name calling. For some reason it is assumed that everywhere is doing great but here at L-3. I know a lot of people that are struggling with unemployment right now in and out of Utah. The economy sucks everywhere. Stop the bullying and focus on the issues and offer up suggestions for improvements. Prove me right that the cyber bullying will get better as she gets older.
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Go to thread Anonymous50912, Monday 12/01/14 02:58:07 UTC

Bonuses this year

any comments
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Go to thread Good-riddance (CSW), Friday 11/28/14 00:56:45 UTC

Any idea when they will announce VSO for CSW. Trying to time it with lining up a new job. This place is the absolute worse.

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Go to thread Alphonso Lanza (Bureau of Corporate Directorate), Thursday 11/27/14 23:14:08 UTC

Happy Thanksgiving 2014

Guy Fawkes, why have you abandoned us? As we rush headlong into 2015, not knowing for sure if our Beloved and Esteemed Management can keep it together, we need the philosophical ramblings of Guy Fawkes to keep our spirits up! And no, we are not looking for counterrevolutionary poser pontification from that wannabe Guy Fuwkes. Bah!
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Go to thread Al Liance (Mfg), Tuesday 11/25/14 23:51:06 UTC

L-3 CSW True Values as demonstrated by Val Snyder Greed, disloyalty and, narcissistic self-obsession top the list

Loyalty is claimed to be as a core CSW value. (L-3 management suggests that we be “loyalty to each other” wink, wink) But, you can tell a whole lot more about a company by their actions rather than their slogans. A few years back, our greasy conman president, Val Snyder sold out L-3 CSW to work for a direct competitor, CUBIC. Years later, his selection to become the President of CSW is very telling concerning actual L-3 values. His ascendance to lead CSW would be comparable to NSA choosing Eric Snowden to run the agency, or promoting Benedict Arnold to lead the Continental Army. One can only construe that the guys up at Corp. prefer greedy little weasels and their narcissistic values for top leadership positions. Sure the leaderships arrogant, incompetent and malfeasant behavior is harmful to morale, performance, and the little things like lack of profit, but these are executives; it’s clear that the worker bee employees and their families don’t matter whatsoever. Executives are not accountable for misdeeds and disloyalty; instead, they are rewarded. The lesson is clear, if you want to get ahead at L-3 CSW, whatever you do, don’t be a loyal hard working fool, that doesn’t matter at L-3! Be a self-indulgent traitor. Be like Val! Learn as much as you can about L-3’s intellectual property, then, look to leverage your career by selling that knowledge to any DoD communication system house wanting to break into the L-3 dominated market. Then, when they start getting wise to you, get a job at any beltway bandit claiming you know all about the DoD communications market. And that will eventually lead you back to working with L-3, where you can now claim you know about the competition, without ever having to really do anything. Oh, and wear a large zirconium earring and put lots of grease in your hair. The Corp guys really like that too.
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Go to thread Lloyd Christmas, Sunday 11/23/14 12:33:53 UTC

Devin has left the building

It appears that Devin is no longer associated with L3
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Go to thread Non-Datron Idiot (Manufacturing ), Friday 11/21/14 18:52:03 UTC

Terry Sana is worthless and layoffs are coming!

With Datron's worthless VP of Operations Terry Sana and the declining business at Datron Layoffs are coming. I got out of this place before the things spiral completely out of control. 2 years ago Upper management hired this complete waste(Sana) who is managing operations, he has destroyed moral in the manufacturing team, treats staff members horribly and is zero value added to the organization. He will never be removed from the organization because he is golfing buddies with the president. What a Joke, glad I am out of here!
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