Autonodyne Reviews

Leadership is largely inexperienced yet can be very arrogant especially in engineering. The CEO seems to intentionally put inexperienced people in charge to maintain authority and control without being challenged. He can be extremely patronizing to women in particular and upholds the behavior of two newer hires who have multiple complaints for harassment and bullying. He constantly looks to impress them and will do anything to be liked. The environment smacks of junior high rather than a professional workplace. There is absolutely no professional development or training. You're expected to learn everything ad-hoc without a peer mentor which means nobody ever has the full picture. The CTO is very difficult to get ahold of and management in general needs to be followed up with constantly. If you bring this up you'll be told you need to be in person more while they'll be WFH or leaving early. There are no defined responsibilities across the c-suite so there is plenty of political chaos. The CEO loves the phrase "national leading expert" to describe people who bully others and have dubious value add but play a part in his court of admirers. The company lacks direction and is making multiple hail mary-esque decisions to try to look productive but their reputation is suffering externally. Shady people, in-office affairs. There are real ethical concerns here.

The team is very junior, middle management is junior and leadership with the exception of the CEO and CTO are very new to the organization. Middle management is pretty incestuous by effectively being the last ones standing as the org has gone through growth and contraction cycles over the years. I will agree with others, they are pretty cliquy but they mean well and are passionate. The main failing of the leadership and management team is that there is no one who is setting a good example of how to lead or doing any professional development. The company on one hand says we want to grow the team and develop careers but on the other hand says "this is not a teaching hospital" which ultimately results in strong talent leaving with those that simply meeting the standards remaining. The non-standard tooling approach means that the team as a whole does not have a lot of domain or industry experience that would come from working in the Aerospace/Defense/Tech sector due to a large portion of the team having a "gaming" background. The net result is frustrated workers, frustrated management and leadership who cant seem to get their head around the combination lack of performance and lack of quality control. Additionally, leadership has become a bit of a piranha club, new entrants are ruthless, cliquy, and political to the point where the words that come out of their mouths don't feel real and with an intent to manipulate. I don't believe that leadership actually know what their products are, not that they don't know what things they sell but they don't seem to know that the strongest position they have is information they hold within and not the products they sell. Their value is in the is in the relationships and expertise they have genuinely earned and not the line item on a contract. The main challenge is that is hard to quantify so in turn leadership tries to quantify it with IRAD dollars on products that have a niche market and depend on other things to fall into place. Autonodyne is never the bride, always a bride's maid.