Engineers and scientists at the company were driven and brilliant, but program and upper management has no clue. - Scientist 21CT Employee Review

2.0
20 Aug 2011
Recommend
CEO approval
Business outlook

Pros

The opportunity to set research direction, write proposals, win business, deliver systems to wonderful customers was hard for me to leave.

Cons

Management does not believe in delivering quality and has decidedly moved away from research and development as a focus to basic IT services, hiring people of less quality in the process. Since the goal of the company is to charge the government for every hour of your time, they make it very hard to take vacations or even holidays without making up the time sitting at a desk. The company is clearly not goals-oriented, but hours-oriented.

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21CT Response
13y
Thank you for the feedback. While the strategic direction of the company has changed in recent years, we strongly believe that our team members are some of the best and brightest in the industry. We hope that you have found an organization that you can be proud to be a part of, and we wish you much success.

Explore other reviews about 21CT

5.0
20 Mar 2019
Recommend
CEO approval
Business outlook

Pros

Worked at solving Medicaid Fraud and results were stagering

Cons

Politics in Texas - Eventually the company lost all their talent

1
2.0
13 Jan 2015
Recommend
CEO approval
Business outlook

Pros

Efforts on the part of HR to build a positive culture were one of the best experienced in more than 20 years of professional experience. This resulted in an impressive array of team members - many of whom I would actively seek out to be on future teams.

Cons

Executive management suffers from "smartest people in the room" syndrome. That sought from team members at all levels is simply execution. Any debate / discussion that may have occurred came to be understood as largely pro forma as decisions almost invariably were pre-determined. While this may have made for streamlined decision making it did not result in optimal outcomes. Further, the practice served to undermine the sense of being a valued team member. There was a clear delineation between those deemed trusted and therefore worthy of being listened to and those who were not.

3
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