1. Hired way to many VP, directors, and managers before they even began to hire any engineers: A roomful of managers with no one to delegate tasks to quickly turns the environment into top-heavy, micromanaging, and full of toxic politics.
2. Over-stretching corporate objectives too far: The company started with a very ambitious goal - to merge two companies (AMD's fab and Charter) and at the same time overtake TSMC in technology lead. While that's challenging enough, the company executive decided to develop multiple technology lines in parallel. 5 years since the company's inception and billions of dollars spent, none of these dreams are anywhere close to realize.
3. Chose to built the fab in the remote corner of upper state New York: The geography lacked a sustainable pool of local talent and vendor support, and the remoteness discourages many good candidate to come. After the attrition rate started to rise, it is very difficult for the company to find experienced replacement.
4. Weak executive leadership team: Not sure whose idea it is to put together a leadership team with members all from failed, bankrupted, or acquired companies. None of them have the experience running a SUCCESSFUL company.
5. Relocation a large number of formerly Charter managers from Singapore to Malta: Should have relocated engineers rather than managers. On top adding to an already over-staffed management layer, the Singapore managers frequently use public humiliations and midnight calls to intimidate their subordinates - a common culture in Asia but not welcome in America.
