MITRE reviews

3.2

49% would recommend to a friend

(502 total reviews)
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Mark Peters

73% approve of CEO

22% positive business outlook

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502 reviews

Reviews about "Compensation"

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4.0
Aug 14, 2023
Recommend
CEO approval
Business Outlook

Pros

Great lower level leadership (group leads/department managers, mostly smart engineers with people skills, interesting projects with the ability to cater your work to your interests, lots of opportunity for learning with an emphasis on collaboration, unique corporate structure where you can be working with different people on different projects so you aren’t pigeon holed into the same teams, greater flexibility than other defense contractors due to being a not-for-profit, employees are considered “individual contributors” where you are encouraged to really innovate, think about possible solutions, and try it out even if it doesn’t work, average benefits across industry.

Cons

New benefit changes have adversely affected those with long tenure, C suite has made decisions without fair warning to the rest of the company, there is a lack of trust and communication between the decision makers and other employees. You can always find better pay and benefits by switching companies, but I have found the work life balance and flexibility to be very good at MITRE which I would not trade in for higher pay, plus knowing it’s a not-for-profit and I’m doing influential work is worth it to me.

2.0
Aug 5, 2023

Poor executive leadership

Recommend
CEO approval
Business Outlook

Pros

Interesting and meaningful work, flexible work environment

Cons

Heavy handed executive leadership has poor understanding of customer needs, steps on project leaders, hurting organizational performance.

1.0
Jul 16, 2023
Recommend
CEO approval
Business Outlook

Pros

Benefits, Flexible work hours, and job security

Cons

I have been working for MITRE for several years and have recently witnessed some business practices that do not sit well. MITRE partnered with a smaller firm that brought MITRE a multi year contract with a new client. The MITRE team did not have the knowledge base that our partner did and they carried MITRE through the first year of the work. When the next year of work started to develop, MITRE leadership started moving towards dropping our partner that brought us the work and severing the partnership so that MITRE could take the full contract. Is this how we treat partnerships? Specifically ones that protected our short comings and brought us work? Are these the type of business practices we want to teach our junior staff? Is this lack of integrity what we want to show our clients?

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