I have been working at DRT full-time (More than 5 years)
DRT prioritizes the technical solution above everything else. They are willing to push back on schedule and cost to customers to make sure things are done right. DRT innovates to offer complete solutions to a large customer set and avoids the trap of doing one-offs, which is a rare find in the defense industry.
Most of the line manager have a genuine concern for their employees. They will work long hours to get people placed elsewhere in Boeing when there are layoffs. They are genuinely interested in making sure you balance the company's needs with your own career objectives. Even though some of them lack interpersonal skills (they are engineers after all), having managers who understand what their employees are working on and genuinely interested in their success makes up for a variety of other faults.
The ability to advance quickly is really encouraging. Anyone who is willing to work long hours and demonstrates deep understanding of the product is allowed to lead a project, and frequently under thirty types get to have the full technical authority on their projects. There are no opportunities to move into management, and the political power structure is a little daunting to some, but in the design and implementation of projects, engineers are very empowered.
Boeing imposes a fair bit of bureaucratic hassle to all business and IT functions. The larger company is full of "research" groups that try to push inferior technologies and waste 10's of millions of dollars on useless prototypes. The higher ups recognize this, but then impose processes to fix a larger broken organization that doesn't fit into the higher performing subsidiaries like DRT.
People are passionate about their jobs and due to frequent layoffs can be cantankerous. This leads to the occasional yelling and unprofessionalism in meetings.
Overall, the business support is a little weak. While there are good salesmen, the ability to provide a stable strategy has been missing, and we react to the market on crisis projects while allowing known technical issues to mature into significant problems.
In many cases, decisions are made from senior management's intuition, not from data. In one case, a product line was invested in for years with a negative ROI, and the other product line was robbed of IR&D investment in emerging technologies. These are often seen in retrospect, but it seems that only engineering management actually pulls the numbers, and BD and PM functions get stuck in customer anecdotes.
Advice to Management
Rebuild the maintenance team to fix issues quickly and make sure we maintain our position as an out of box solution. Make decisions based on real data, and constantly develop that data. Make people accountable to deadlines, and set a high, but achievable bar.
Most of all, maintain the high performing culture you have already developed, and never let us lose our drive to deliver highly differentiate products at the highest technical quality.
I applied online. The process took a week. I interviewed at DRT.
Applied online and was followed up with an initial phone interview & resume review with recruiter. About a week later, a phone-panel interview was conducted with three panelists. A variety of questions were asked- related employment experience, examples of previous experiences which would make the interviewee a valuable asset, and hypothetical situations.
Let us know if we're missing any workplace or industry recognition –