- Quality is a gesture, not a practice
- Health insurance is abysmal
- No longer provide employees stock incentives
- They hemorrhage $200M-$300M a quarter, but think engineers taking their office trash out will save them $1M a year
- Leadership has no idea what they are doing and will forgo tool purchases that would make a difference and instead force human labor to replace tool sets despite monthly-weekly excursions caused by human error
- Leadership thinks plans they made 5 years ago are still valid despite i) revenue dropping by 50% in that same time-frame and ii) the company going through bankruptcy as a result of these plans
- Processes are so jumbled and disorganized that a majority of their losses are attributable to parts just getting lost, miss-placed, or miss-processed
- Middle managers are self-seeking without any real focus on true issues - they chase yield gains by finding yield in the garbage bin (claiming defects like finger prints are benign) and expect lower-level engineers to fix major issues by tweaks rather than process chain overhauls and pushing leaders to invest in better practices.
- Refusal to accept glaring issues as needing resolution as it may upset higher ups who have oversaw said issues for past 5-10 years
- Most engineers will openly say that the only way to fix Wolfpseed is to burn it down and start from scratch
- Experience at Wolfspeed is considered a positive inside the company, but, speak to semiconductor engineers in the area and they consider the company a practitioner of bad habits and dumb mistakes.