Innoflight Reviews

Leadership alignment is all over the place. Direction shifts often, and not strategically. You can spend weeks designing a process, workflow, SOP, or CM framework only to have it upended by someone who wasn’t even in the meeting where it was approved. Micromanagement in pockets — especially toward CM and QA. Being told to do things you already knew, already planned, or already completed becomes… a weekly sport. You have to perform competently while also being treated like you just got here yesterday. Heavy technical debt — and CM gets pulled in last. I inherited: • 41,000+ Redmine ticketsan • A migration to JIRA starting way too late • SOPs updated twice in one year due to shifting platforms • Hardware, software, FPGA, and QA teams all blocked by outdated or mismatched processes CM and QA consistently get involved late, and then we’re expected to fix the mess with zero runway. High expectations / little empowerment. You’re responsible for configuration integrity, baselines, audits, ECR/ECO verification, picklists, FPGA changes, Redmine/JIRA workflows, etc. But when you try to implement actual industry-standard structure? It’s “too much,” “too rigid,” or “we’re not ready for that.” Meanwhile, the CMC Audit is in May, and… CM is somehow still treated as optional. Cross-functional relationships can be tense. There are amazing people, but the unnecessary friction between CM, QA, and certain managers makes effective collaboration hard.

Their pay is below market, and they know it and hope you don’t care. Mgmt is completely incompetent (other than Tucker, but he won’t last much longer). The company is slowly dying after a nice spike because the Business Development team can’t diversify and senior management doesn’t understand customer relationships - all our customers hate us.