Executive leadership is running the company into the ground. CTC grew rapidly for about 20 years because it had the lobbied backing of Congressmen like Murtha and Young. With directed funding cut off, CTC made a stumbling, painful transition to a mostly-competitive bid environment - but it made it. It didn't hit its growth targets in the mid- to late-2000s, but it didn't shrink too much. Some non-Johnstown offices suffered layoffs, but the company as a whole seemed stable. Then there was that tipping moment when the many reorganizations and new plans started getting rid of the vital people, the people that customers signed contracts to obtain good work from.
When your big contract depends on the customer knowing and liking the engineers on it, you don't lay off those engineers and hold an expensive company-wide event about "rebranding" CTC to be the company that forms strong bonds with customers. But CTC did just that.
CTC also didn't seem to understand business development. "It takes money to make money," but CTC had nigh-ludicrous business development requirements. You were expected to capture contracts on a smaller budget than most companies would award as finders' fees. At the time I was laid off (2012), the personnel hired as highly-paid business development managers were usually "highly connected" former government personnel who, because they had a lot of drinking buddies in government, were expected to draw in big contracts. However, former military officers lacking familiarity with CTC's capabilities were not the right people to sell us. I lost count of how often my managers had to brief and re-brief the BD "capture experts" on my office's capabilities. I can count how often we got contracts from those experts: zero.
