Granted there is likely a lot of copy and paste which is why I bring up the paragraphs thing, so maybe it wasn't word for word typed in at well over 8 hours and that's if he's really REALLY good, and 100% accurate.
So, you
gotta copy and paste this text from somewhere. How long does it take to do the
research to get this info, contemplate it, then write about it with a one sided
perspective, be angry about it and fester this much. This is a ridiculously
huge endeavor. I'm not even saying his release was warranted, I know nothing
about it, but I can say this... any rational human being would see this set up
as a slightly disturbed individual... AT BEST. And at worst one shred away from
an active shooter (which is funny he mentions that in the beginning but that's
before it was even this company or these executives. Makes no sense, other than
the disturbing fact that he's clearly thinking
about it as one of the first things brought up. Also scary that there's
this superiority complex that doesn't see any other data or circumstances other
than he was clearly just hired to fuck with, ruin his life and then throw to
the curb. LOL IF None of this raised an eyebrow at all, and I can't IMAGINE how
it wouldn't.... then that clearly should worry someone.
Companies
sometimes have to spend more on the level of security for one person like this
than that person's whole year salary. And then you got to think, who would EVER
do that if they didn't have to? I'm a
business owner, and I would be pretty disturbed if I had to hire a security
team to protect my employees from this one rogue self absorbed nut job, and I
had to pay close to his salary to get that. because then there's fear, there's
presence of present potential danger, there's one less productive person.... or
maybe, and hopefully one less anchor that's killing production on other people.
but who does this? who would ever spend this much time on bad mouthing a
company they got let go from?? really? if you're that much of a bad
ass....wouldn't you have used that time to go work for the competition? or at
least start a consulting company that can hire people to consult with them,
there's lots of ways around non competes if that's the first place any one
went. or hell, this is broad market penetration, there's soooo much out there,
there's no way you'd be stifled from
work and honestly, a company that goes thru that effort would rather shred the
document than talk to you one more time.. in fact you working for the competition
might even be construed as corporate sabotage.... let's send over the weirdest,
non producing time wasting nut job to them and let them get held up for a few
months while we blow this product out of the water.
Negative
energy attracts negative energy... negative experience, repulsion of happiness
and happy people. It's kind of disturbing that someone who also claims to be so
ZEN and helps coach people... like life coach them..... is this the kind of
negative direction they'd mentor you to be behaving like? rather than spend the
time to make sure you are doing what you can to be positive, share, love, be
kind, pay it forward.... and at the very least... not produce 27K+ words of
hate.
Here's
some very publicly accessible information: (the long rhetoric is below this
stuff.. (Look for a big START) Then just scroll down or read down, I have hhighlighted his criminal record in reds.... did n't bother with speeding or traffic tickets, because that's not important, but fighting, battery, cruelty to animals, public disturbance..... all this form someone who claims to be a "Zen teacher"! I find that truly ironic. The offenses he's charged with certainly put a question into your head as to the mental state of this individual. At least it does for me. See for yourself.
WHOIS search results
(on the domain name purchase solely for the purpose of negative aggression)
(on the domain name purchase solely for the purpose of negative aggression)
Domain Name: WATTSUPSOLAEROTECH.COM
Registry Domain ID: 2185508086_DOMAIN_COM-VRSN
Registrar WHOIS Server: whois.directnic.com
Registrar URL: http://www.directnic.com
Updated Date: 2017-11-10T08:48:14Z
Creation Date: 2017-11-10T08:43:31Z
Registrar Registration Expiration Date: 2018-11-10T08:43:31Z
Registrar: DNC Holdings, Inc.
Sponsoring Registrar IANA ID: 291
Registrar Abuse Contact Email: abuse@directnic.com
Registrar Abuse Contact Phone: +1.8778569598
Domain Status: clientDeleteProhibited (https://www.icann.org/epp#clientDeleteProhibited)
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Domain Status: clientUpdateProhibited (https://www.icann.org/epp#clientUpdateProhibited)
Domain Status: addPeriod (https://www.icann.org/epp#addPeriod)
Registrant Name: Scott Goold
Registrant Organization: InfoImagination
Registrant Street: 4232 Upa Road
Registrant City: Koloa
Registrant State/Province: HI
Registrant Postal Code: 96756
Registrant Country: US
Registrant Phone: +1.5058416896
Registrant Phone Ext:
Registrant Fax:
Registrant Fax Ext:
Registrant Email: info@infoimagination.org
Admin Name: Scott Goold
Admin Organization: InfoImagination
Admin Street: 4232 Upa Road
Admin City: Koloa
Admin State/Province: HI
Admin Postal Code: 96756
Admin Country: US
Admin Phone: +1.5058416896
Admin Phone Ext:
Admin Fax:
Admin Fax Ext:
Admin Email: info@infoimagination.org
Tech Name: Scott Goold
Tech Organization: InfoImagination
Tech Street: 4232 Upa Road
Tech City: Koloa
Tech State/Province: HI
Tech Postal Code: 96756
Tech Country: US
Tech Phone: +1.5058416896
Tech Phone Ext:
Tech Fax:
Tech Fax Ext:
Tech Email: info@infoimagination.org
Name Server: NS1.JUSTHOST.COM
Name Server: NS2.JUSTHOST.COM
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>>> Last update of WHOIS database: 2018-01-17T20:16:56Z <<<
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please visit https://www.icann.org/resources/pages/epp-status-codes-2014-06-16-en.
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Expiration Date: 2018-11-10T14:43:31Z
Nameserver: NS1.JUSTHOST.COM
Nameserver: NS2.JUSTHOST.COM
Background
info: ( I am certainly not taking the time to organize this all, there's a lot
of info, and its not too hard to figure out if you're THAT interested. but if
you scroll fast down to the next red text, you'll see where his 61 pages begin)
01-16-2018
BACKGROUND
REPORT ON
Scott Goold
Scott
Jeffrey Goold
September
17, 1959 58 Virgo
J Scott
Goold, Jeffrey Scott Goold, Scott G Goold, Scott J
Goold, Jeffrey S Goold
Job Worked
Dates
Research
Director at University Of New Mexico May. 1, 1991 - May. 1, 1998
Policy
Economist at Public Service Mar. 1, 2006 - Jan. 1, 2013
Advanced
Economist And Data Engineer at State Of New Mexico Jan. 1, 2006 - Dec. 31, 2013
Worked at
InfoImagination
Communications
And Marketing Consultant at InfoImagination
Worked at
The Kemtah Group
Worked at
HomeStar Real Estate Group Inc (Insurance)
Worked at
Jay Gordon Advertising (Advertising Nec)
Founder at
Infoimagination (Amusement And Recreation Services,
Nec)
Public
Information Director at Infoimagination
POSSIBLE
EDUCATION
Public
Information Director at Infoimagination
E-marketing
Consultant at InfoImagination (Government Relations)
Business
Intelligence Consultant at InfoImagination
THE
UNIVERSITY OF NEW MEXICO
Attendance
Dates: January 1, 1991 - December 31, 2000
Qualification
Type: PhD program
Subjects:
Environmental and healthcare policy
economic
forecasting
public
finance.
University:
The University Of New Mexico
IDAHO
STATE UNIVERSITY
Qualification
Type: MA
Subjects:
Public Administration/Political Science
University:
Idaho State University
IDAHO
STATE UNIVERSITY
Qualification
Type: Bachelor of Science
Subjects:
Economics
University:
Idaho State University
HEALTH
POLICY UNIVERSITY OF NEW MEXICO (ABD)
University:
Health Policy University Of New Mexico (abd)
ALBUQUERQUE
PUBLIC SCHOOLS
School:
Albuquerque Public Schools
POSSIBLE
RELATIVES
RELATED
URLS
UNIVERSITY
OF NEW MEXICO
Qualification
Type: Ph.D. Candidate (abd)
University:
University Of New Mexico
POLITICAL
SCIENCE IDAHO STATE UNIVERSITY
Qualification
Type: M.A.
University:
Political Science Idaho State University
IDAHO
STATE UNIVERSITY
Qualification
Type: B.S.
University:
Idaho State University
Name Age
Kari G
Wheaton 58 (approx.)
Robert H
Goold 84 (approx.)
Petrea K
Goold 83 (approx.)
Ann Marie
Goold 46 (approx.)
LinkedIn:
http://www.linkedin.com/in/scottgoold
Facebook:
http://www.facebook.com/people/_/836813008
Gravatar:
http://en.gravatar.com/17952811
Google+:
https://plus.google.com/110707516413665026372/about
infoimagination.org:
http://www.infoimagination.org/cgi-bin/islamnm/p_affairs.cgi
WhitePages.plus:
https://whitepages.plus/n/Goold_Scott/Albuquerque_NM/a5173356
efd5387aa61dd0522a3d5250
tobaccocontrol.bmj.com:
http://tobaccocontrol.bmj.com/content/12/1/6.extract
POSSIBLE
PHONES
tobaccocontrol.bmj.com:
http://tobaccocontrol.bmj.com/content/12/1/6.extract
marcospauloreis.net:
http://www.marcospauloreis.net/novo/Calendario%20de%20Marat
onas%20no%20Mundo.xls
stat.psu.edu:
http://www.stat.psu.edu/resources/jobopps/msg00246.html
LinkedIn:
https://www.linkedin.com/in/scottgoold
Gravatar:
http://en.gravatar.com/251971f3307114566db1dedb15c06590
Facebook:
http://www.facebook.com/scottgoold
Gravatar:
http://en.gravatar.com/9d3a259cacb40f50e38b886366823f90
WhitePages.plus:
https://whitepages.plus/n/Scott_J_Goold/Albuquerque_NM/152ac61
dd7ff77929436b61df329679d
WhitePages.plus:
https://whitepages.plus/n/Scott_Goold/Albuquerque_NM/f2599f4f3
ba2f41eef6e1954a628e740
http://www.infoimagination.org
http://gravatar.com/scottgoold
http://www.scottgoold.org
http://www.infoimagination.org/scottgoold
PHONE
NUMBER - (505) 293-2504
Carrier:
Qwest Corporation (centurylink)
Carrier
Location: Albuquerque, NM 87102
POSSIBLE
EMAILS
PHONE
NUMBER - (505) 514-0972
Carrier:
Level 3 Communications Llc - Nm
Carrier
Location: Albuquerque, NM 87102
PHONE
NUMBER - (575) 706-3036
Carrier:
New Cingular Wireless Pcs Llc - Il (AT&T Mobility)
Carrier
Location: Carlsbad, NM 88220
Line Type:
Mobile
PHONE
NUMBER - (505) 706-3036
Line Type:
Mobile
Email
Address Is Disposable Valid Since
sgoold@unm.edu
No Dec. 1, 2014
scott@infoimagination.org
No Oct. 30, 2011
POSSIBLE
LOCATIONS
scott@attorneylocate.com
No
sgoold@infoimagination.org
No
rgray@kemtah.com
No Jan. 4, 2010
tobacco@swcp.com
No Oct. 30, 2006
freedom@swcp.com
No
4513 OAHU
DR, ALBUQUERQUE, NM 87111-2815
Dates Seen
At Address:
August 1,
1998 - January 4, 2018
Subdivision:
New
Holiday Park Parts
Classification:
Residential
Address Type:
Street
Is
Deliverable:
Yes
Is
Receiving Mail:
Yes
Phone
Numbers:
(505)
293-2504
2920
WILLIAM ST, POCATELLO, ID 83201-7906
Dates Seen
At Address:
September
1, 1998 - August 15, 2012
Subdivision:
Greenfield
Heights 5th
Classification:
Residential
Address
Type:
Street
Building:
12
Apartments
Is
Deliverable:
Yes
Is
Receiving Mail:
Yes
Phone
Numbers:
(208)
237-7292
(208)
637-8969
JAN. 10,
2000 - CRIMINAL RECORD - BERNALILLO METROPOLITAN COURT
(NEW
MEXICO)
Source:
Bernalillo Metropolitan Court
Source
State: New Mexico
First
Name: Jeffrey Goold
Last Name:
Goold
Gender:
Male
Age: 61
Date of
Birth: January 1, 1957 - December 31, 1957
Address:
Albuquerque, NM
Sex
Offender: No
Ethnicity:
White
Eye Color:
Blue
Hair
Color: Brown
Height: 6'
5"
Jan. 10,
2000 - Charges Filed -
Public
Affray: (an instance of fighting in a public place that disturbs the peace.)
Charges
Filed Date:
Jan. 10,
2000
Crime
Location:
Bernalillo,
New Mexico
Crime
Type:
Misdemeanor
Offense
Code:
30-20-2
Offense
Description:
Public
Affray
Degree Of
Offense:
Misdemeanor
Case Type:
Cr-misd
Case
Number:
CR0043400
Court
Name:
Court
Plea:
Not Guilty
Disposition:
Dismissed
Status:
Closed
Trial
Date:
Mar. 30,
2000
Close
Date:
Mar. 14,
2007
Count:
1
Sequence:
1
May. 23,
2001 - Charges Filed
- Seatbelt
Use
Required;exceptin:
Charges
Filed Date:
May. 23,
2001
Crime
Location:
Bernalillo,
New Mexico
Crime
Type:
Traffic
Offense
Code:
66-7-372
Offense
Description:
Seatbelt
Use Required;exceptin
Degree Of
Offense:
Traffic
Case Type:
Tr-traffic
Case
Number:
TR3762501
Court
Name:
Court
Plea:
Guilty
Disposition:
Dismissed
Status:
Closed
Trial
Date:
Jun. 29,
2001
Close
Date:
Jun. 28,
2004
Citation
Number:
022000030909030
Count:
1
Sequence:
1
Sep. 24,
2002 - Charges Filed -
Speed 16 -
20 MPH Over
Speed Lmt:
Charges
Filed Date:
Sep. 24,
2002
Crime
Location:
Bernalillo,
New Mexico
Crime
Type:
Traffic
Offense
Code:
66-7-301B
Offense
Description:
Speed 16 -
20 MPH Over Speed Lmt
Degree Of
Offense:
Traffic
Case Type:
Tr-traffic
Case
Number:
TR5648302
Court
Name:
Court
Plea:
Guilty
Disposition:
Deferred
Status:
Closed
Trial
Date:
Oct. 04,
2002
Close
Date:
Dec. 21,
2004
Citation Number:
0220010525798
Count:
2
Sequence:
1
Jul. 24,
2010 - Offense -
Possession
of Con Sub -
Misdemeanor:
Offense
Date:
Jul. 24,
2010
Charges
Filed Date:
Jul. 28,
2010
Crime
Location:
Bernalillo,
New Mexico
Crime
Type:
Misdemeanor
Offense
Code:
30-31-23(C)
Offense
Description:
Possession
of Con Sub - Misdemeanor
Degree Of
Offense:
Misdemeanor
Counts:
1
Case Type:
Cr-misd
Case
Number:
CR1535810
Arresting
Agency:
STP
Court
Name:
NM
Bernalillo County Metropolitan Court
Disposition:
Dismissed
Disposition
Date:
Oct. 1,
2010
Status:
Disposed
MAY. 15,
2002 - CRIMINAL RECORD - BERNALILLO METROPOLITAN COURT
(NEW
MEXICO)
Source:
Bernalillo Metropolitan Court
Source
State: New Mexico
First
Name: Scott Goold
Last Name:
Goold
Gender:
Male
Age: 61
Age: 61
Date of
Birth: January 1, 1957 - December 31, 1957
Address:
Albuquerque, NM
Sex
Offender: No
May. 15,
2002 - Offense -
Restraint
of Animal:
Offense
Date:
May. 15,
2002
Charges
Filed Date:
May. 17,
2002
Crime
Location:
Bernalillo,
New Mexico
Offense
Description:
Restraint
of Animal
Counts:
1
Case Type:
Mr-misd
Case
Number:
MR285002
Arresting
Agency:
APD
Court
Name:
NM
Bernalillo County Metropolitan Court (misdemeanor)
Disposition:
Dismissed
Disposition
Date:
Jun. 30,
2005
OCT. 1,
2001 - CRIMINAL RECORD - BERNALILLO METROPOLITAN COURT
(NEW
MEXICO)
Source:
Bernalillo Metropolitan Court
Source
State: New Mexico
First
Name: Scott Goold
Last Name:
Goold
Gender:
Male
Age: 61
Date of
Birth: January 1, 1957 - December 31, 1957
Address:
Albuquerque, NM
Sex
Offender: No
Oct. 1,
2001 - Offense -
Failure to
Appear in Court:
Offense
Date:
Oct. 1,
2001
Charges
Filed Date:
Jun. 8,
2001
Crime
Location:
Bernalillo,
New Mexico
Offense
Description:
Failure to
Appearin Court
Counts:
3
Case Type:
Mr-misd
Case
Number:
MR303401
Arresting
Agency:
AAC
Court
Name:
NM
Bernalillo County Metropolitan Court (misdemeanor)
Plea:
Guilty
Disposition:
Guilty
Disposition
Date:
Jun. 30,
2005
JUN. 14,
2001 - CRIMINAL RECORD - BERNALILLO METROPOLITAN COURT
(NEW
MEXICO)
Source:
Bernalillo Metropolitan Court
Source
State: New Mexico
First
Name: Scott Goold
Last Name:
Goold
Gender:
Male
Age: 61
Date of
Birth: January 1, 1957 - December 31, 1957
Address:
Albuquerque, NM
Sex
Offender: No
Jun. 14,
2001 - Offense -
Failure to
Appear on Citation:
Offense
Date:
Jun. 14,
2001
Charges
Filed Date:
Jun. 14,
2001
Crime
Location:
Bernalillo,
New Mexico
Offense
Description:
Failure to
Appear on Citation
Counts:
2
Case Type:
Mr-misd
Case
Number:
MR311401
Arresting
Agency:
OPSP
Court
Name:
NM
Bernalillo County Metropolitan Court (misdemeanor)
Disposition:
Dismissed
Disposition
Date:
Dec. 21,
2004
MAY. 22,
2001 - CRIMINAL RECORD - BERNALILLO METROPOLITAN COURT
(NEW
MEXICO)
Source:
Bernalillo Metropolitan Court
Source
State: New Mexico
First
Name: Jeffrey Goold
Last Name:
Goold
Gender:
Male
Age: 61
Date of
Birth: January 1, 1957 - December 31, 1957
Address:
Albuquerque, NM
Sex
Offender: No
May. 22,
2001 - Offense -
Animals
Running at Large:
Offense
Date:
May. 22,
2001
Charges
Filed Date:
May. 24,
2001
Crime
Location:
Bernalillo,
New Mexico
Offense
Description:
Animals
Running at Large
Counts:
1
Case Type:
Mr-misd
Case
Number:
MR271101
Arresting
Agency:
AAC
Court
Name:
NM
Bernalillo County Metropolitan Court (misdemeanor)
Plea:
Not Guilty
Disposition:
Not -
Guilty
Disposition
Date:
Jun. 28,
2004
FEB. 10,
2000 - CRIMINAL RECORD - BERNALILLO METROPOLITAN COURT
(NEW
MEXICO)
Source:
Bernalillo Metropolitan Court
Source
State: New Mexico
First
Name: Scott J Goold
Middle
Initial: J
Last Name:
Goold
Gender:
Male
Age: 61
Date of
Birth: January 1, 1957 - December 31, 1957
Address:
Albuquerque, NM
Sex
Offender: No
Feb. 10,
2000 - Offense -
Restraint
of Animal:
Offense
Date:
Feb. 10,
2000
Charges
Filed Date:
Feb. 17,
2000
Crime
Location:
Bernalillo,
New Mexico
Offense
Description:
Restraint
of Animal
Counts:
1
Case Type:
Mr-misd
Case
Number:
MR81600
Arresting
Agency:
AAC
Court
Name:
NM
Bernalillo County Metropolitan Court (misdemeanor)
Plea:
Guilty
Disposition:
Deferred
Disposition
Date:
Mar. 7,
2000
JAN. 10,
2000 - CRIMINAL RECORD - BERNALILLO METROPOLITAN COURT
(NEW
MEXICO)
Source:
Bernalillo Metropolitan Court
Source
State: New Mexico
First
Name: Jeffery Scott Goold
Middle
Name: Scott
Last Name:
Goold
Gender:
Male
Age: 61
Date of
Birth: January 1, 1957 - December 31, 1957
Address:
Albuquerque, NM
Sex
Offender: No
Ethnicity:
White
Eye Color:
Blue
Hair
Color: Brown
Height: 6'
5"
Jan. 10,
2000 - Offense -
Battery on
The Person of
Anoth:
Offense
Date:
Jan. 10,
2000
Charges
Filed Date:
Jan. 10,
2000
Crime
Location:
Bernalillo,
New Mexico
Offense
Description:
Battery on
The Person of Anoth
Counts:
2
Case Type:
Cr-misd
Case
Number:
CR43400
Arresting
Agency:
APD
Court
Name:
NM
Bernalillo County Metropolitan Court
Disposition:
Dismissed
Disposition
Date:
Mar. 14,
2007
Jan. 10,
2000 - Offense -
Disorderly
Conduct:
Offense
Date:
Jan. 10,
2000
Charges
Filed Date:
Jan. 10,
2000
Crime
Location:
Bernalillo,
New Mexico
Offense
Description:
Disorderly
Conduct
Counts:
1
Case Type:
Cr-misd
Case
Number:
CR43400
Arresting
Agency:
APD
Court
Name:
NM
Bernalillo County Metropolitan Court
Plea:
Not Guilty
Disposition:
Not -
Guilty
Disposition
Date:
Mar. 14,
2007
Jan. 10,
2000 - Offense -
Engage
Fight Against
Another:
Offense
Date:
Jan. 10,
2000
Charges
Filed Date:
Jan. 10,
2000
Crime
Location:
Bernalillo,
New Mexico
Offense
Description:
Engage
Fight Against Another
Counts:
3
Case Type:
Cr-misd
Case
Number:
CR43400
Arresting
Agency:
APD
FACEBOOK
Domain:
facebook.com
URL:
http://www.facebook.com/people/_/836813008
Category:
Personal Profiles
Name:
Scott Goold
Valid
Since: Jul. 14, 2010
User IDs:
836813008@facebook
Usernames:
scottgoold
LINKEDIN
Domain:
linkedin.com
URL:
https://www.linkedin.com/in/scottgoold
Category:
Professional And Business
Name:
Scott Goold
Valid
Since: Feb. 10, 2011
Addresses:
Koloa, HI 96756
Texas
User IDs:
7/889/105@linkedin, 23074133@linkedin, #1058897@linkedin
Usernames:
scottgoold
Jobs:
Market Economist, eMarketing Consulting
Education:
PhD (abd) from The University Of New Mexico
PhD
program from The University Of New Mexico
M.A from
Idaho State University
Albuquerque
Public Schools
Health Policy
University Of New Mexico (abd)
About Me:
Political Economist
Interest:
career opportunities, consulting offers, new ventures, job inquiries,
expertise
requests, business deals,reference requests, getting back
in touch
Groups:
wwwHiWindPowercom, Kanu Hawaii, Hawaii No Ka Oi The Best,
Hawaii's
Political Cognoscenti, ECONOMISTS PROFESSIONAL
NETWORK,
The Marketing Research & Insights Group Powered by
Quirk's,
Economist Education, American Association for Public
Opinion
Research AAPOR, Learning and the Future of Work
Skills:
CARS - Community Addictions Recovery Specialist, Policy, Strategic
Planning,
Writing, Public Speaking, Negotiation, Microsoft Office,
Online
Marketing, Excel, Social Media, Web Design, Customer
Service,
Business Strategy, Word, Sustainability, Photography,
Teaching,
Editing, Environmental, Economics, Customer Relations,
PowerPoint,
Budgeting, Public Relations, Data Analysis, Marketing
Strategy,
Coaching, Financial Analysis, New Business Development,
Event
Management, Non-profits, Photoshop, SEO, Fundraising, Ecommerce,
Statistics,
Event Planning, Forecasting, Administration,
Program
Management, Advertising, Graphic Design, Promotions,
Nonprofits,
Entrepreneurship, Team Building, Budgets, CARS -
Community
Certifications:
Interest-Based Problem Solving, Microsoft Business Intelligence
Stack
Fundamentals, Installation and Configuration of Windows
Server
2012, Mastering Data for Analytics, JavaScript, AJAX, PHP,
MySQL for
Dynamic Forms, Creating Responsive Website Designs,
Bootstrap
3 Essential Training, Introduction to Transact-SQL,
Microsoft
SQL Server 2016 Essential Training, Community
Addictions
Recovery Specialist, Administering a SQL Database
Infrastructure
Volunteering:
Director of Special Needs Youth Activity at HoopCampnet, CoDirector
of Special
Needs Youth Activity at HoopCampnet
Industry:
Information Services
Title:
DBABusiness Intelligence
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Communications And Marketing Consultant at InfoImagination
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M.A. from
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B.S. from
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(STARTS HERE!!)
Watt's Up SolAero Technologies
New Mexico faces serious challenges. Out of 50 states in the
nation, New Mexico ranks 49th in Crime; Education: 48th; Economy: 47th;
Opportunity: 46th. Unemployment in the state is the highest in the continental
US. The dismal economy is a huge negative. While the nation is consumed by reports
of despicable men, New Mexico is the opposite. Abusive and bullying Hispanic
females in power slow progress — from Gov. Susana Martinez to HR Directors to
lead workers. And, while the state is losing, risk-adverse leadership prevents
progress. SolAero Technologies has both. They tried to bribe me to quiet my
comments. For my blogging, company leaders twice called the police in childish
attempts to block this message. As we know today, silence allows Predators and Evil
People to continue their reckless behavior. If you're a prospective
employee or investor, be warned! SolAero Technologies has "shithole"
conditions.
Their corporate culture is driven by FEAR and CONFUSION. They suffered a shooter in the workplace a few years ago. Much frustration! During initiation, the company now provides training how to hide from a violent aggressor. Good luck! SolAero Technologies also has five nuclear reactors on property. There are many toxic chemicals, as well as large stores of gold and silver. This registers the facility on the Homeland Security watch list and company security is amateurish. Senior managers cheated me and many coworkers. Senior management is in disarray and this creates a "revolving door" of employees and mid-level managers. Leaders engage in unethical and unprofessional behavior. They play favorites based on personal relationships — rather than champion merit and work excellence. I joined the company to explore the far reaches of the galaxy, yet found my dreams destroyed by people interested only in mediocre performance and middle school personal politics. I hope my commentary leads the company to change their culture. They claim to seek Rock Stars but reward Harvey Weinstein types.
Their corporate culture is driven by FEAR and CONFUSION. They suffered a shooter in the workplace a few years ago. Much frustration! During initiation, the company now provides training how to hide from a violent aggressor. Good luck! SolAero Technologies also has five nuclear reactors on property. There are many toxic chemicals, as well as large stores of gold and silver. This registers the facility on the Homeland Security watch list and company security is amateurish. Senior managers cheated me and many coworkers. Senior management is in disarray and this creates a "revolving door" of employees and mid-level managers. Leaders engage in unethical and unprofessional behavior. They play favorites based on personal relationships — rather than champion merit and work excellence. I joined the company to explore the far reaches of the galaxy, yet found my dreams destroyed by people interested only in mediocre performance and middle school personal politics. I hope my commentary leads the company to change their culture. They claim to seek Rock Stars but reward Harvey Weinstein types.
The tide is changing.
The powerful can no longer hide from the collective voice of survivors
everywhere. Executives, actors, producers, politicians and TV personalities are
answering for their abuses. Some incidents are recent, and some span decades.
This was unheard of just months ago. Companies, industries and even Congress
shielded perpetrators. They paid out settlements and then sat back as the
behavior continued. Not anymore. While some may continue to resist the progress
being made, they will ultimately have no choice but to grow and improve. That
is the power of our collective voice.Rep. Annie Kuster, Congresswomen, New Hampshire's Second
Congressional District
But let justice roll
down like waters and righteousness like an ever-flowing stream.Amos 5:24
2018 Resolution: End Abusive Work
Environments In America
SolAero
Technologies Receives State of New Mexico Funding Award To "Fire and
Hire"
The State of New Mexico will reimburse SolAero Technologies about
$115,774 for "firing" 16 employees and "hiring" 16 new
workers. The State program does not reimbursement the company to train current
employees. SolAero Technologies never offered me an option to move laterally.
I'm not aware they extended an offer to any of my abandoned coworkers. Thanks,
Governor Martinez!
In the December 2016 letter of application for funding assistance, SolAero Technologies (name redacted) wrote, "We would like to request the assistance of the State of New Mexico through the Job Training Incentive Program in the amount of $180,840.00 for funding 25 jobs." And, in February 2017, the New Mexico Economic Development Department (NMEDD) awarded SolAero Technologies $182,090 ($180,840 for 25 new hires at an average wage of $19.41, including $1,250 in audit fees) through the Job Training Incentive Program (JTIP) to support new employee training for their proposed expansion in the Albuquerque area. Factoring in the 25 employees as stated in the application, the training incentive for each new employee averages $7,234 or a total of $115,774 for 16 employees.
In the December 2016 letter of application for funding assistance, SolAero Technologies (name redacted) wrote, "We would like to request the assistance of the State of New Mexico through the Job Training Incentive Program in the amount of $180,840.00 for funding 25 jobs." And, in February 2017, the New Mexico Economic Development Department (NMEDD) awarded SolAero Technologies $182,090 ($180,840 for 25 new hires at an average wage of $19.41, including $1,250 in audit fees) through the Job Training Incentive Program (JTIP) to support new employee training for their proposed expansion in the Albuquerque area. Factoring in the 25 employees as stated in the application, the training incentive for each new employee averages $7,234 or a total of $115,774 for 16 employees.
New Mexico Economic Development Department
Board Minutes 2.10.2017
Comparatively, the New Mexico Economic Development Department
awarded Safelite Solutions $872,700 ($870,700 for 320 trainees at average wage
of $13.55 and $2,000 in audit fees) through the Job Training Incentive Program
(JTIP) to support new employee training for their proposed expansion in the Rio
Rancho area. This comes to about $2,721 per trainee. The award to SolAero
Technologies is about three times greater.
New Mexico Economic Development Department
Board Minutes 2.10.2017
Phyllis Sullivan, VP of Finance at the time, submitted the
request. SolAero Technologies fired her in spring 2017. Phyllis is a talented,
hard-driving professional. She was in tears when we talked about her dismissal.
It made no sense and demonstrates the chaos and confusion within the company.
SolAero Technologies parted with General Manager, Jerry Winton, at this time.
He left us a great message from a great man!
From: Jerry Winton
Sent: Tuesday, March 14, 2017 3:59 PM
Subject: Thank you for everything you did....
Team,
As I mentioned to some of you yesterday ... I came to work every morning with 3 simple things in mind: To strive to be a model of Integrity, Work Ethic and Determination.
I won't say goodbye as I'm quite hopeful our paths will cross again. I won't say good luck as you don't need it. You all are a top notch team and you made my job easy.
Thank you all again for your wisdom, inspiration, support, patience, perseverance, and passion. I honestly could not be more proud of you and the results we achieved.
Be proud of yourselves, you deserve it. Support each other, you need it. Challenge each other in a way that fosters creativity and mutual respect, it is important.
Most of all, keep being great! Please stay in touch ...
Sent: Tuesday, March 14, 2017 3:59 PM
Subject: Thank you for everything you did....
Team,
As I mentioned to some of you yesterday ... I came to work every morning with 3 simple things in mind: To strive to be a model of Integrity, Work Ethic and Determination.
I won't say goodbye as I'm quite hopeful our paths will cross again. I won't say good luck as you don't need it. You all are a top notch team and you made my job easy.
Thank you all again for your wisdom, inspiration, support, patience, perseverance, and passion. I honestly could not be more proud of you and the results we achieved.
Be proud of yourselves, you deserve it. Support each other, you need it. Challenge each other in a way that fosters creativity and mutual respect, it is important.
Most of all, keep being great! Please stay in touch ...
SolAero Technologies also applied for about $250,000 from the City
of Albuquerque. We are investigating this funding request as well. The company
claimed they plan to create an additional 100 high-tech manufacturing jobs. Yet
around October 19, 2017, SolAero Technologies fired about 16 seasoned
employees. Does the NMEDD JTIP encourage businesses to lay off competent
workers to receive public funding? The program only rewards companies when they
recruit and hire NEW staff. Governor Susana Martinez's program provides no
funding for companies who laterally move and train current employees. For
SolAero Technologies, the decision is a "no-brainer."
By laying off 16 current staff, and hiring
25 new employees, the State of New Mexico pays SolAero
Technologies $180,840. Governor Susana Martinez incentivizes companies to fire
and hire, rather than keep staff and retrain them. Would you pass up FREE
money? We review the NMEDD JTIP and SolAero Technologies participation in the
program. [Full Story]
On Friday [12.22.17],
the New York Post reported AT&T recently laid off
"215 high-skilled technician jobs in nine Southern states" and plans
to fire nearly 700 workers in Texas and Missouri beginning in February. Union
representatives expressed concern and resentment toward the company. "How
can you lay people off and then give them $1,000 and say that there's going to
be more jobs available? I wish someone could tell me how that's possible
because I have to explain that to my members, and right now at this time of
year, this is a difficult pill to swallow."Joseph Blanco, president of
Local 6360 Communication Workers of America Union, Kansas City
Hispanic
Women Bully in the SolAero Technologies Workplace
Earning a living should
not come at the cost of anyone's safety, dignity or morale. It's well past time
to change the culture of the environment where most of us spend the majority of
our day — the work place.Shonda Rhimes
I've been an employee advocate for over ten years. In 2008 about a
dozen female coworkers asked for help. They claimed their new manager,
Henrietta Martinez, a Hispanic female, was bullying and abusing them. I
researched the situation and found reasonable probable cause to move forward
with their complaint. I took my concerns to the HR Director, another female
Hispanic, Priscilla Pena-Johnson. I recommended we host a series of mediations.
I knew Ms. Martinez and considered her a manager with whom we could work. The
dozen employees respected me and I believed we could convince them to keep an
open mind. PPJ was highly resistant to my recommended action. She fully
supported her Hispanic female manager and didn't want to question her
managerial style.
Although our initial mediations led to some improvements, Henrietta ultimately dug in her heels. She felt she was giving too much authority to her staff. She wanted total control. She demanded absolute obedience and subordination to her directives. It was her decision and I instructed the women to do as she asked. The problem was Henrietta didn't know everything; she needed input from her staff — particularly while she was adjusting to her new supervisory position. Henrietta got the control she wanted, but the staff didn't do anything unless specifically directed by the demanding manager. Before long, a gap in performance opened. Without the support of her team, Henrietta made a number of mistakes. We ended up in formal and binding arbitration. Henrietta, PPJ and management lost. They had prevailed in the minor battle for control but lost the war to win Hearts & Minds of her team. In 2009 the agency removed their rigid manager in disgrace.
In 2011 another Hispanic female manager, Stella Baca, who had struggled with her staff, reached the point of crisis. The primary issue again was control. Two long-term employees, both Hispanic women, had already quit in frustration. Mediating this situation had been difficult, as the conflict occurred in a field office far from my location. Working through these challenges by phone and email was complicated. HR Director Priscilla Pena-Johnson was unhelpful again. She was highly resistant to giving female staff more flexibility. For example, Stella had written up the office coordinator for not leaving work on time — staying an extra 30 minutes to finish an important asignment after a previous customer had delayed her. How ridiculous is this? Petty and ineffective management! I filed a formal grievance with the union. The agency then fired me. This forced me to file a complaint with the U.S. Equal Employment Opportunity Commission (EEOC). In my absense, the union successfully prosecuted the grievance. The harsh Hispanic manager received a reprimand, the workers won, and the EEOC returned me to work with back pay.
Now, unlike ever before, access to the media and important decision makers has the potential of leading to real accountability and consequences. We want all survivors of harassment, everywhere, to be heard, to be believed, and to know that accountability is possible. Most of the inappropriate behavior is carried out by powerful men, but increasingly, as women move up the corporate ladder, some now abuse their male coworkers.
Although our initial mediations led to some improvements, Henrietta ultimately dug in her heels. She felt she was giving too much authority to her staff. She wanted total control. She demanded absolute obedience and subordination to her directives. It was her decision and I instructed the women to do as she asked. The problem was Henrietta didn't know everything; she needed input from her staff — particularly while she was adjusting to her new supervisory position. Henrietta got the control she wanted, but the staff didn't do anything unless specifically directed by the demanding manager. Before long, a gap in performance opened. Without the support of her team, Henrietta made a number of mistakes. We ended up in formal and binding arbitration. Henrietta, PPJ and management lost. They had prevailed in the minor battle for control but lost the war to win Hearts & Minds of her team. In 2009 the agency removed their rigid manager in disgrace.
In 2011 another Hispanic female manager, Stella Baca, who had struggled with her staff, reached the point of crisis. The primary issue again was control. Two long-term employees, both Hispanic women, had already quit in frustration. Mediating this situation had been difficult, as the conflict occurred in a field office far from my location. Working through these challenges by phone and email was complicated. HR Director Priscilla Pena-Johnson was unhelpful again. She was highly resistant to giving female staff more flexibility. For example, Stella had written up the office coordinator for not leaving work on time — staying an extra 30 minutes to finish an important asignment after a previous customer had delayed her. How ridiculous is this? Petty and ineffective management! I filed a formal grievance with the union. The agency then fired me. This forced me to file a complaint with the U.S. Equal Employment Opportunity Commission (EEOC). In my absense, the union successfully prosecuted the grievance. The harsh Hispanic manager received a reprimand, the workers won, and the EEOC returned me to work with back pay.
Now, unlike ever before, access to the media and important decision makers has the potential of leading to real accountability and consequences. We want all survivors of harassment, everywhere, to be heard, to be believed, and to know that accountability is possible. Most of the inappropriate behavior is carried out by powerful men, but increasingly, as women move up the corporate ladder, some now abuse their male coworkers.
Hispanic Female Bullying at SolAero Technologies
My senior coworker, Maria Rosario Gonzales (Velasquez), a Hispanic female, was paid generously by SolAero Technologies — making $90,000 plus bonus per year. Shortly after I accepted a position with the company, our IT manager, Stephen Bradley, resigned. IT Director, Eric Kuecherer, was stationed in California. We were on our own. Due to management confusion, a couple senior managers were putting unfair and counterproductive pressure on her. In the spring of 2017, I emailed our CEO asking him to rein in the overbearing executives. I stood up for her. I fought for her. They were hurting her morale and I wanted to ensure my partner was treated with the dignity and respect she deserved — as well as earned. Management noticed. Our general manager wrote to me when he left SolAero Technologies in March:
My senior coworker, Maria Rosario Gonzales (Velasquez), a Hispanic female, was paid generously by SolAero Technologies — making $90,000 plus bonus per year. Shortly after I accepted a position with the company, our IT manager, Stephen Bradley, resigned. IT Director, Eric Kuecherer, was stationed in California. We were on our own. Due to management confusion, a couple senior managers were putting unfair and counterproductive pressure on her. In the spring of 2017, I emailed our CEO asking him to rein in the overbearing executives. I stood up for her. I fought for her. They were hurting her morale and I wanted to ensure my partner was treated with the dignity and respect she deserved — as well as earned. Management noticed. Our general manager wrote to me when he left SolAero Technologies in March:
You were a breath of
fresh air and appreciated your passion from the first conversation. You and
Rosario will continue to do amazing things there. Just stay calm, cool and
collected and drive straight through every issue! Let me know if there is ever
anything I can do to help you.
My support for her was not returned. Maria Rosario Gonzales
(Velasquez) is a bully. In a 2017 survey from the Workplace Bullying Institute,
19 percent of respondents said they experienced workplace bullying — and a
whopping 61 percent of bullies were supervisors.
For some reason at work
we say "Well, they're adults anyway, let them take care of
themselves." We need employers to be as afraid of [bullying] as they're
supposed to be afraid of sexual harassment.Gary Namie, Workplace Bullying
Institute
The Institute defines bullying as "repeated mistreatment of
an employee." Institute Director Namie says "boss bullies"
usually take four different forms: throwing temper tantrums, critiquing
performance non-stop, withholding resources or spreading gossip to tarnish your
reputation. Maria Rosario Gonzales (Velasquez) repeatedly gossiped that I was
"not a good team player." I asked why? "You have your own
island," she responded. Incredibly insensitive! She criticized and
punished me for sitting in the work station assigned to me by IT Director
Keucherer. I had requested not to be located in that spot. He put me there over
my objections. I requested new IT Manager, Tom Hensley, to move me. He denied
my request. I did the best I could in a challenging situation.
About Friday, September 15th, Ms. Gonzales sent me a text. "Want to go to lunch with Cisco and Pam? Will be good team building." I didn't really like going out to lunch and had food, but wanted to play nicely, "OK. When you going?" "About a half hour," she responded. I had a lot of work so I asked her to grab me when she was ready to leave. About 45 minutes later, I noticed it was very quiet. I went into the main IT room. She had left without telling me. She played games like that with me. She called me from the restaurant. "Where are you?" she screamed over the phone. I was confused. She had told me she would come to get me — about 20 feet. She shamed me for "messing up the team-building" opportunity. I felt even more isolated. Stacy Tye-Williams, an assistant professor of communications studies and English at Iowa State University, says victims often report feeling isolated, confused or ashamed — just as the bully intended.
All these bullying behaviors, Institute Director Namie says, are about control. The bully wants to control the workplace, other employees and even people's perceptions of their victims. Ms. Gonzales became furious with me in June when the IT Manager decided she had to vacate the office where she was located. She blamed me! She didn't talk with me for weeks. I didn't control the decision. When I spoke with the HR Director about the incident in early October — three months later — recalling the hurtful treatment brought tears to my eyes. Expert Stacy Tye-Williams warns, "One voice is easy to discount in silence." The female Hispanic HR Director, Silvia Gentile, kind of laughed when I reported the behavior. She didn't believe me. "Girls will be girls!"
Maria Rosario Gonzales (Velasquez) would get upset and emotionally punish me if I didn't eat morning bagels or her mother's coffee cake. She would get angry with me if I didn't accept her chocolate snacks. She knew I had dietary restrictions. Her behavior was about control. Director Namie recommends, "The important thing is to not feel powerless." But I was powerless. Being isolated in the back, cold room was difficult. My bullying coworker was making it worse. I couldn't control where I sat. She hadn't been willing to help change it.
People who have been targets of bullying hostility are more likely feel victimized, which in turn leads to negative outcomes, explains Ben Tepper, a professor of management at the Ohio State University. I was isolated and scared. This made me defensive. I did not feel safe at work. I felt I was going to lose my job. I couldn't sleep at night, as my anxiety was tearing me up. I needed my job desperately! Ms. Gonzales served as my supervisor, trainer and senior partner. She controlled many of my work assignments. Experts like Tepper do not recommend matching a bully scream for scream. Instead, one should beat the bully at her own game: force a conversation and prove the bully wrong. To see if we could smooth out our relationship, I asked her to meet over coffee. She refused. I asked her to chat by text or phone. She refused. I asked we meet with Hispanc female HR Director, Silvia Gentile. She refused:
About Friday, September 15th, Ms. Gonzales sent me a text. "Want to go to lunch with Cisco and Pam? Will be good team building." I didn't really like going out to lunch and had food, but wanted to play nicely, "OK. When you going?" "About a half hour," she responded. I had a lot of work so I asked her to grab me when she was ready to leave. About 45 minutes later, I noticed it was very quiet. I went into the main IT room. She had left without telling me. She played games like that with me. She called me from the restaurant. "Where are you?" she screamed over the phone. I was confused. She had told me she would come to get me — about 20 feet. She shamed me for "messing up the team-building" opportunity. I felt even more isolated. Stacy Tye-Williams, an assistant professor of communications studies and English at Iowa State University, says victims often report feeling isolated, confused or ashamed — just as the bully intended.
All these bullying behaviors, Institute Director Namie says, are about control. The bully wants to control the workplace, other employees and even people's perceptions of their victims. Ms. Gonzales became furious with me in June when the IT Manager decided she had to vacate the office where she was located. She blamed me! She didn't talk with me for weeks. I didn't control the decision. When I spoke with the HR Director about the incident in early October — three months later — recalling the hurtful treatment brought tears to my eyes. Expert Stacy Tye-Williams warns, "One voice is easy to discount in silence." The female Hispanic HR Director, Silvia Gentile, kind of laughed when I reported the behavior. She didn't believe me. "Girls will be girls!"
Maria Rosario Gonzales (Velasquez) would get upset and emotionally punish me if I didn't eat morning bagels or her mother's coffee cake. She would get angry with me if I didn't accept her chocolate snacks. She knew I had dietary restrictions. Her behavior was about control. Director Namie recommends, "The important thing is to not feel powerless." But I was powerless. Being isolated in the back, cold room was difficult. My bullying coworker was making it worse. I couldn't control where I sat. She hadn't been willing to help change it.
People who have been targets of bullying hostility are more likely feel victimized, which in turn leads to negative outcomes, explains Ben Tepper, a professor of management at the Ohio State University. I was isolated and scared. This made me defensive. I did not feel safe at work. I felt I was going to lose my job. I couldn't sleep at night, as my anxiety was tearing me up. I needed my job desperately! Ms. Gonzales served as my supervisor, trainer and senior partner. She controlled many of my work assignments. Experts like Tepper do not recommend matching a bully scream for scream. Instead, one should beat the bully at her own game: force a conversation and prove the bully wrong. To see if we could smooth out our relationship, I asked her to meet over coffee. She refused. I asked her to chat by text or phone. She refused. I asked we meet with Hispanc female HR Director, Silvia Gentile. She refused:
I'm not participating on
this meeting. I don't want to be wasting others people time just because you
and I don't know how to communicate well. I think I can easily fix this problem
by sending you all my communications via email. This way you have detail
information and we avoid misunderstandings.
No need for therapy time, I'm here to produce and get the job done.
Thanks,
Maria Rosario Gonzales (Velasquez)
No need for therapy time, I'm here to produce and get the job done.
Thanks,
Maria Rosario Gonzales (Velasquez)
Refusing to meet with me, my bullying female Hispanic trainer
continued to deny resources and assistance. I had completed a number of reports
for a coworker, Cynthia Ponce. I came out of my hole one afternoon to find her
chatting with Rosario. She asked, "Are you going to work on my new
report?" I said I would be happy to — but it was up to Rosario. She didn't
offer me the assignment. On Friday, October 6th, I sent a text asking her to
change her hurtful and unprofessional behavior.
You spent your time
texting friends rather than working on Wednesday (October 4th) — this is
company time. You texted to avoid me. We would have worked on other things. You
are distracted. You are hurting our work; you are hurting the company. We now
start a HUGE project. Pushing a coworker away; making me feel uncomfortable is
not a good strategy. We can talk by phone; we can text; we can meet over
coffee; we can meet with a third party. Professionals squash differences
quickly and move on. The ball is in your court and the clock is winding down. Do
you hit or miss the shot?
Maria Rosario Gonzales (Velasquez) did not respond. She continued
her Silent Treatment and bullying behavior. Hispanic HR
Director Gentile supported and protected her. I served as a Criminal Justice
researcher while pursuing my PhD. I wrote many reports detailing the prison
population. About 90 percent of inmmates are male; ten percent are female.
Women drive the #MeToo and #TimesUP initiatives,
as most offenders are male — yet women violate, bully and abuse coworkers as
well. My senior female analyst has now become the Poster Child of Women
Behaving Badly. #TimesUP for both male and female
delinquents. Grow up in the workplace and be professional!
The truth has power. The truth will not be threatened. The truth
has a voice.
CBS News
Fires Political Director Amid Allegations of 'Inappropriate Behavior'
I'm thankful to hear responsible companies across America are
doing the right thing. They have no tolerance for
bullsh*t in the workplace. We have much to do to strengthen our economy and
nation. We need to end abusive workplaces. Unfortunately, many HR departments
are staffed primarily by women and only focus on inappropriate activity by men.
They ignore the pain women inflict on their male coworkers. Steve Chaggaris
joined CBS in 1999. He held a number of different positions, including
producing, reporting, and editing responsibilities. Although he left CBS for
two years in 2010, he returned to serve as CBS News' senior political editor.
Last March, the media conglomerate promoted him to political director. They
took swift action when they received reports of inappropriate action.
CBS Fires Inappropriate Steve Chaggaris;
SolAero Technologies Protects Inappropriate Maria Rosario Gonzales
SolAero Technologis compensated my coworker, Maria Rosario
Gonzales (Velasquez), much more than me. CEO Brad Clevenger told me she made
$90,000 plus bonus. I made $72,500. She had power. She had seniority, as she
had been with the company about four years. I was new — with the company only
months. Senior management shielded and protected her. Professional leaders do
not do this. For example, due to the numerous high-profile harassment cases,
CBS and other major media companies have now issued reminders to staff about
the importance of reporting harassment and other improper behavior to HR or
other officials. A CBS News spokeswoman indicated the allegations against
Chaggaris came to light shortly before the Christmas holiday — about the same
time I reported my coworker's abusive behavior.
In the last two weeks,
accounts of inappropriate behavior by Steve Chaggaris were brought to our
attention and were immediately investigated," CBS said in a statement
after CNNMoney inquired about Chaggaris.
As a result, CBS News has severed ties with Mr. Chaggaris for violating company policy, effective immediately.
As a result, CBS News has severed ties with Mr. Chaggaris for violating company policy, effective immediately.
Chaggaris was not the only person fired from a news organization
Wednesday. IGN, a popular website covering video games, dismissed
editor-in-chief Steve Butts. He had been under investigation for alleged misconduct,
according to IGN.
As a result of the
investigation, the company has appropriately determined to part ways with Mr.
Butts.
I complained directly to my senior coworker, Maria Rosario
Gonzales (Velasquez), "Please stop the emotional blackmail!" She ignored
me. I asked her to meet with a trusted professional. She refused. I sought help
from SolAero Technologies HR Director, Silvia Gentile. She thought the
circumstances were amusing. She patronized me and trivialized the situation.
She wrote to me, "Get.To.Work!" I was working. Hadn't missed a day of
work. I came early; left late as needed. I was up-to-date on ALL assignments
and my projects were practically perfect. It was my female coworker
who was behaving unprofessionally. The HR Director told me on October 3rd my
job was safe. After seeking intervention, the company fired me two weeks later.
Men.Are.Not.Protected in America's Workplaces!
Battered
Coworker Syndrome
Major media outlets and Hollywood exploded in 2017 due to systemic
abusive behavior by powerful people — particularly old men — toward their
subordinate staff — primarily younger females. MSNBC Host Chris Matthews is now
on the hot seat for allegedly furthering at times an openly derisive and
brazenly sexist news operation that led some staffers to describe themselves as
victims of "battered wives syndrome." [source]
Abuse of Power isn't simply Male to Female. As more women take senior and
leadership roles in corporate America, females also take advantage of their
positions of power over subordinate or junior collegues. I consider myself a
victim of "battered husband syndrome."
A close friend of Maria Rosario Gonzales (Velasquez), Cynthia Ponce, first nicknamed us "work husband and wife" in spring 2017. SolAero Technologies had assigned Rosario to supervise and train me, while instructing me to "shadow" her throughout our daily activities. Rosario was ending her marriage of over 20 years at the time. She told me her husband, Hector Gonzales, was a kind man, loving father and treated her well. "Why divorce?" I asked. She complained he wasn't good enough for her anymore. Victims of Chris Matthews' abusive behavior reported how he left the set once to continue yelling at a staffer, who he called "worthless" and an "idiot," while a panel of guests waited for him to cool down. Rosario considered her husband to be worthless. She treated me as worthless as well.
A close friend of Maria Rosario Gonzales (Velasquez), Cynthia Ponce, first nicknamed us "work husband and wife" in spring 2017. SolAero Technologies had assigned Rosario to supervise and train me, while instructing me to "shadow" her throughout our daily activities. Rosario was ending her marriage of over 20 years at the time. She told me her husband, Hector Gonzales, was a kind man, loving father and treated her well. "Why divorce?" I asked. She complained he wasn't good enough for her anymore. Victims of Chris Matthews' abusive behavior reported how he left the set once to continue yelling at a staffer, who he called "worthless" and an "idiot," while a panel of guests waited for him to cool down. Rosario considered her husband to be worthless. She treated me as worthless as well.
Chris Matthews Batters Wives; Maria
Rosario Gonzales (Velasquez) Batters Husbands
Battered spousal syndrome (BSS) begins as an abusive cycle with
three stages. First, the abuser engages in behaviors that create relationship
tension. Second, the tension explodes when the abuser commits some form of
abuse: physical, psychological, emotional, sexual or otherwise. As the cycle
continues, the victim starts to believe the abuse is her/his own fault. Common
characteristics of BSS victims are as follows:
1) S/he takes full responsibility over the abuse, and finds it difficult or impossible to blame the abuser. When I met with HR Director, Silvia Gentile, on about October 3rd, I blamed myself. "I must have done something wrong," I confided. "Do I smell badly? She treats me as a leper." I continually apologized. I couldn't sleep, as my senior coworker made me feel so guilty.
2) S/he fears for her safety. I broke into tears recalling the painful and abusive treatment that started in June. I told the HR Director, "She blames me for the change in seating assignment. It wasn't up to me. She didn't speak with me about it and I didn't know what she wanted. I tried many times to correct the assignment. Rosario was furiously angry with me!" Former producers claimed multiple female employees were often left in tears after Chris Matthews' angry tirades. Rosario didn't mind leaving me in tears!
3) S/he believes the abuser is all-powerful and will hurt her/him if s/he contacts authorities and seeks help. I told the HR Director in our October 3rd meeting I was afraid my coworker had the power to remove me from my job and I would be fired for seeking help. HR Director, Silvia Gentile, promised Rosario didn't have this power and my job was safe. SolAero Technologies fired me two weeks later!
1) S/he takes full responsibility over the abuse, and finds it difficult or impossible to blame the abuser. When I met with HR Director, Silvia Gentile, on about October 3rd, I blamed myself. "I must have done something wrong," I confided. "Do I smell badly? She treats me as a leper." I continually apologized. I couldn't sleep, as my senior coworker made me feel so guilty.
2) S/he fears for her safety. I broke into tears recalling the painful and abusive treatment that started in June. I told the HR Director, "She blames me for the change in seating assignment. It wasn't up to me. She didn't speak with me about it and I didn't know what she wanted. I tried many times to correct the assignment. Rosario was furiously angry with me!" Former producers claimed multiple female employees were often left in tears after Chris Matthews' angry tirades. Rosario didn't mind leaving me in tears!
3) S/he believes the abuser is all-powerful and will hurt her/him if s/he contacts authorities and seeks help. I told the HR Director in our October 3rd meeting I was afraid my coworker had the power to remove me from my job and I would be fired for seeking help. HR Director, Silvia Gentile, promised Rosario didn't have this power and my job was safe. SolAero Technologies fired me two weeks later!
"Sadly, I know
other women who won't even be an anonymous source regarding Chris Matthews
because they're that concerned about the door closing on career opportunities
in media," the producer concluded.
For seeking help about the abusive behavior, SolAero Technologies
fired me. For speaking out about unfair treatment, my former hiring manager,
Stephen Bradley, refuses now to consider me for a job. He has blacklisted me!
He protects an abusive woman who he considers a friend and punishes the victim
of abuse.
Another producer likened
the behavior of Chris Matthews to that of a "teenage boy."
The behavior of Maria Rosario Gonzales (Velasquez) and HR
Director, Silvia Gentile, were similar to that of "teenage girls."
In addition to Chris
Matthews' troubling behavior toward women, all five of the sources who spoke
about the workplace environment at "Hardball" described him as
verbally abusive. "I would describe it as verbal abuse," one former
producer asserted, recalling their own experiences with Matthews. "The
screaming is beyond the screaming you've ever heard. You just feel so under
attack." They claimed that Matthews' outbursts went beyond normal or
justifiable frustration, and former staffers apparently felt like they had to
"walk on eggshells" around their "abusive" boss.
I wasn't important enough to her to talk with me professionally.
She clearly signalled she didn't want to work with me — although I had no idea
why she was angry with me. Apparently, she didn't respect me in the slightest
degree. I was invisible. I was worthless. I spent my days "walking on
eggshells" around an abusive senior coworker.
One former NBC producer
said Chris Matthews did not like to be challenged and doing so would lead to
one of his fits of rage.
As Rosario continued to demand I change my seating assignment, I
requested a meeting on about Tuesday, September 26th. We agreed to speak
jointly with our new manager. On Thursday, September 28th, I learned she broke
her professional promise and spoke with him alone. I challenged Rosario,
"Why did you do this? Why did you cheat me?" Her fit of rage was
to stay silent around me and avoid collaborating with me.
Silent Treatment happens
when one partner pressures the other with requests, criticism or complaints and
the other responds with silence and emotional distance.
Silent Treatment, even if it's brief, activates the anterior cingulate cortex — the part of the brain that detects physical pain. The initial pain is the same, regardless of whether the exclusion is by strangers, close friends or enemies.
Silent Treatment is called on as the weapon of choice because it's powerful and easy to get away with. There is nothing subtle about a physical or verbal lashing, but an accusation of the silent treatment, "Are you ignoring me?" can easily be denied. [source]
Silent Treatment, even if it's brief, activates the anterior cingulate cortex — the part of the brain that detects physical pain. The initial pain is the same, regardless of whether the exclusion is by strangers, close friends or enemies.
Silent Treatment is called on as the weapon of choice because it's powerful and easy to get away with. There is nothing subtle about a physical or verbal lashing, but an accusation of the silent treatment, "Are you ignoring me?" can easily be denied. [source]
While someone like Matthews or the HR Director, Silvia Gentile,
might scream, Rosario applied the Silent Treatment. This was her
way to inflict pain without visible bruising — literally. Research showns the
act of ignoring or excluding activates the same area of the brain that is
activated by physical pain. On Saturday, October 7th, about 4:20pm, I pleaded
with her to either say, STOP or OK, as she refused
to communicate with me. No response. After a year of successful collaboration,
Rosario let me know she had "no respect at all" for me. It must have
been my fault.
No Response: Maria Rosario Gonzales
(Velasquez) Didn't Respect Me At All
Silent Treatment can present itself as a response more fitting of
the "high road," one of grace and dignity, but research has shown
it's anything but. Kipling Williams, Professor of Psychology at Purdue
University, who has studied ostracism for twenty years, explains, "Excluding
and ignoring people, such as giving them the cold shoulder or silent treatment,
are used to punish or manipulate, and people may not realize the emotional or
physical harm that is being done."
The former producer
described the HR department at the network as completely unhelpful, indicating
that they didn't take complaints seriously and would try to turn the victim
into the problem.
"Their common first instinct is to protect the talent, no matter what the complaint, and then turn the victim into the problem," the producer insisted. "When Chris Matthews turns on you, look out. All they do is protect him. All they do is protect him from himself."
"One morning her desk was cleared out overnight," the former producer reported.
"Their common first instinct is to protect the talent, no matter what the complaint, and then turn the victim into the problem," the producer insisted. "When Chris Matthews turns on you, look out. All they do is protect him. All they do is protect him from himself."
"One morning her desk was cleared out overnight," the former producer reported.
After I spoke with HR Director, Silvia Gentile, she snickered and
implied, "Well, girls will be girls." She thought it was funny
Rosario had "turned on me." She didn't take my complaint seriously.
Rosario used her weapon of choice because it's powerful and easy to get
away with. "Get.To.Work!" the HR Director wrote to me
callously — but I was working. My female partner was the one not working. The
HR Director enabled her emotional blackmail and blamed the
victim. IT manager, Tom Hensley, told me his philosophy, "If personnel
have problems, change the people." And, SolAero Technologies changed me!
The HR Director seemed pleased with herself on October 19th when she handed me
exit paperwork. Manager Hensley towered over me and urged me to hurry as I
cleared out my desk.
People Who Are Wrong Frequently Stop
Speaking
After my female coworker broke a professional promise to me and
began the Silent Treatment, I requested we meet with HR. She
refused. She preferred to inflict pain without visible bruising — literally.
The act of ignoring or excluding activates the same area of the brain that is
activated by physical pain. She enjoyed hurting me! She was hurting Hector, her
husband of over 20 years. She was hurting Hector Jr, her 21-year-old son; she
was hurting Carlos, her 17-year-old son; she was hurting Octavio, her
six-year-old son. She was hurting her entire extended family. See the pattern?
And, the female HR Director protected my powerful coworker. Girls stand with
girls and further misandry!
I'm not participating on
this meeting. I don't want to be wasting others people time just because you
and I don't know how to communicate well. I think I can easily fix this problem
by sending you all my communications via email. This way you have detail
information and we avoid misunderstandings.
No need for therapy time, I'm here to produce and get the job done.
Thanks,
Maria Rosario Gonzales (Velasquez)
No need for therapy time, I'm here to produce and get the job done.
Thanks,
Maria Rosario Gonzales (Velasquez)
On November 11, 2017, SolAero Technologies HR Director, Silvia
Gentile [Silvia_Gentile@solaerotech.com], sent the following memo to company
CEO and COO. She didn't want them to speak with me. This is another female who
believes the Silent Treatment resolves disputes. Due to their
imposed silence, this website/blog was born.
Brad_Clevenger@solaerotech.com
(CEO)
Jeff_Lassiter@solaerotech.com (COO)
Extremely disturbing.
We cant answer his emails.
Sent from my iPhone
Jeff_Lassiter@solaerotech.com (COO)
Extremely disturbing.
We cant answer his emails.
Sent from my iPhone
I made one final attempt to make peace with my original hiring
manager, Stephen Bradley. He quit in frustration with senior management just
weeks after he asked me to join SolAero Technologies. I believe Rosario
complained to him about my comments and he now retaliates against me for
protesting their inhumane and painful behavior.
Happy New Year Stephen,
Like you, Rosario gave me the Silent Treatment. This tactic can present itself as a response more fitting of the "high road," one of grace and dignity, but research has shown it's anything but.
Kipling Williams, Professor of Psychology at Purdue University, who has studied ostracism for twenty years, explains, "Excluding and ignoring people, such as giving them the cold shoulder or silent treatment, are used to punish or manipulate, and people may not realize the emotional or physical harm that is being done." The silent treatment, even if it's brief, activates the anterior cingulate cortex — the part of the brain that detects physical pain. The initial pain is the same, regardless of whether the exclusion is by strangers, close friends or enemies. Neither of you are taking the "high road," but rather acting childishly.
Adults have a responsibility to resolve conflict, not hide. Please educate yourself and Rosario. See The Surprising Truth About The Silent Treatment.
Thank you!
Like you, Rosario gave me the Silent Treatment. This tactic can present itself as a response more fitting of the "high road," one of grace and dignity, but research has shown it's anything but.
Kipling Williams, Professor of Psychology at Purdue University, who has studied ostracism for twenty years, explains, "Excluding and ignoring people, such as giving them the cold shoulder or silent treatment, are used to punish or manipulate, and people may not realize the emotional or physical harm that is being done." The silent treatment, even if it's brief, activates the anterior cingulate cortex — the part of the brain that detects physical pain. The initial pain is the same, regardless of whether the exclusion is by strangers, close friends or enemies. Neither of you are taking the "high road," but rather acting childishly.
Adults have a responsibility to resolve conflict, not hide. Please educate yourself and Rosario. See The Surprising Truth About The Silent Treatment.
Thank you!
Paul Schrodt, PhD, Professor of Communication Studies, reviewed 74
relationship studies which involved more than 14,000 participants. His in-depth
analysis revealed Silent Treatment is "tremendously" damaging to a
relationship. It decreases relationship satisfaction for both partners, diminishes
feelings of intimacy, and reduces the capacity to communicate in a way that's
healthy and meaningful.
"It's the most
common pattern of conflict in marriage or any committed, established romantic
relationship. And it does tremendous damage."
I have a Beautiful Mind. My coworker does as well. We
are both High IQ and Low EQ (Emotional Intelligence Quotient). I didn't want to
drink a beer with her; didn't want to date her; didn't want to have sex with
her. I'm happily married for 20 years and have a phenomenal, supportive
partner. Cowardly, childish Rosario failed with her husband, three boys and
extended family. My wife and I are successful. Like any married couple, we have
ups and downs. Yet we work hard to communicate effectively. Rosario quit on her
family; she quit on me. Simply put, she's a psychological manipulator and
aims to change behavior or perception of others through abusive, deceptive or
underhanded tactics.
SolAero Technololies tasked the two of us to solve many challenges. I loved her mind; she loved mine! We had an intellectual romance and conquered every challenge we faced — except for our professional relationship. Although Maria Rosario Gonzales (Velasquez) praised me for my courageous and fearless attitude, she was too afraid and arrogant to seek help when our team struggled. The female HR Director was ill-equipped to mediate this situation. Men in America, including me, recognize we have many faults. This is the most destructive error women frequently make. Silent Treatment is an invisible, painful and ruinous passive-aggressive behavior. Be a WOMAN — not a weakling — and speak up honestly as required of an ethical professional in the workplace!
SolAero Technololies tasked the two of us to solve many challenges. I loved her mind; she loved mine! We had an intellectual romance and conquered every challenge we faced — except for our professional relationship. Although Maria Rosario Gonzales (Velasquez) praised me for my courageous and fearless attitude, she was too afraid and arrogant to seek help when our team struggled. The female HR Director was ill-equipped to mediate this situation. Men in America, including me, recognize we have many faults. This is the most destructive error women frequently make. Silent Treatment is an invisible, painful and ruinous passive-aggressive behavior. Be a WOMAN — not a weakling — and speak up honestly as required of an ethical professional in the workplace!
When People Are Mean and Refuse to Admit
It
UPDATE 12.31.17: End of a PAINFUL 2017; optimistic for 2018. Extended an Olive
Branch to my original hiring manager, Stephen Bradley. After hiring
me, he resigned about two weeks later. Quitting on our team at that time was
brutal for all of us. He left us in a deep hole!
Hey Stephen,
Happy New Year's Eve to you and your beautiful family. At year end I try to make amends for any offense or transgressions. You told me that my comments misrepresented you. Sure didn't intend to do this. You opened the door for me and I made you proud! You were swamped, and except for Rosario, I was able to clean up the mess. I left SolAero in a strong, secure position as you always hoped. Remember?
Happy New Year's Eve to you and your beautiful family. At year end I try to make amends for any offense or transgressions. You told me that my comments misrepresented you. Sure didn't intend to do this. You opened the door for me and I made you proud! You were swamped, and except for Rosario, I was able to clean up the mess. I left SolAero in a strong, secure position as you always hoped. Remember?
·
Dominic's PLM DocTrak
Project. Flawless! He loved it.
·
DataLyzer. Elegant,
precise solution! Engineers praised it. Ended their animosity toward IT group.
·
Production Servers. No
more slowdowns or gridlock. Harmonious! Scott Kreider and company teams
applauded.
·
Syteline8. Working
smoothly. Company satisfied! Frustration ended.
·
Styeline9 Migration.
Convinced SR management to take the leap. Left them with solid Vanilla core.
Outstanding!
·
BI Reporting. Concise,
relevant and accurate. Staff pleased and more productive!
My commentary stands up to callous company leaders who needlessly and unjustly hurt some 16 families this holiday season. If there are modifications I can make to satisfy you, please let me know.
Stephen refused to respond and also continues the Silent
Treatment. This is typical in New Mexico. As I point out in this summary,
my senior female coworker refused to respond when our team hit a snag. The HR
Director ordered the CEO and COO not to respond to my emails regarding my
termination. New Mexico has a passive-aggressive culture fueled by retaliation
and corruption. This is one reason the state ranks 46th out of 50: 48th in
Education; 49th in Crime; 46th in Opportunity; 47th in Economy; 43rd in
Government. Weak, fearful leaders and a risk-adverse population. The
unemployment rate in the state is second only to Alaska.
Reminds me of a project I worked on with Rosario for an outstanding manager, Rick Bishop. Rosario always called him, "Mr. Bishop" — athough he asked her politely to call him by his first name. This signifies the Hierachical nature of her personality. This is common for a Catholic, Mexican-American female. God sits at the top of their patriarchal society. Men should be served reverently. She could not see herself as an intellectual and professional equal.
Working on my PhD at the University of New Mexico, I focused on Cultural Theory of Risk by anthropologist, Mary Douglas, and political scientist, Aaron Wildavsky. New Mexico is a highly "risk-averse" state. Peoople ask me why the Land of Enchantment struggles to create jobs, attract new business and retain talent. Neighboring Colorado, for example, has a more "risk-taking" culture. The state took the opportunity to experiment with the GREEN Gold Rush of cannabis legalization. New Mexico governor, Susana Martinez, another Catholic, Hispanic female, cannot summon the courage to move the state forward. Washington state, Oregon, California, Alaska, Nevada are similar to Colorado in "risk-taking" attitude. People have a bold, entrepreneurial spirit. New Mexico instead has a culture of CONTROL. SolAreo Technologies HR Director, Silvia Gentile, a female Hispanic, would be characterized this way. She wasn't interested in creativity or production — solely whether staff would "kiss her ass." This isn't about sex — it's about POWER.
Manager Bishop came to Rosario and me for a specialized analysis. He wanted to know how long it took a product to move start to finish through the manufacturing process — the fab, as it's called within the company. As Rosario understood the SQL data flow better than I, she prepared the initial query. I created the report and subsequent analysis. Unfortunately, she did her portion incorrectly. Her adversion to taking risk caused the error.
Rosario is a computer programmer; I'm a researcher. She is hierarchical. I'm an independent thinker. Manager Bishop asked for the "age" of a product from A to B. She gave him exactly what he wanted. Yet Manager Bishop didn't understand the SQL data flow. He had no way to know the model he described was under specified — a causal model in which important variables have been omitted. A researcher, on the other hand, has an ethical responsibility to fully specify the data model. As we say, "Garbage in; garbage out." The SQL data flow didn't progress from A to B. Instead, it moved from A to B to C to D. I showed this to Rosario. It upset and confused her. Her internal programming allowed her to consider only that which had been requested.
This was the first break in our intellectual relationship. It caused her considerable cognitive dissonance. I told her, "Our job isn't to give clients what they want; we must give them what they need." To her such an attitude was insubordinate. From my point of view, her refusal to properly specify the model was professional negligence. Giving a manager "under specified data" could lead to an industrial accident. It could cost coworkers jobs or the company profits. And, as SolAero Technologies has five nuclear reactors on property along with vast quantities of toxic chemicals, inaccurate data could cause an environmental disaster. As a risk-adverse, hierarchical programmer, she was unable to grasp the consequences of her fearful and overly-compliant behavior.
After significant coaxing, I was able to convince Rosario we had a professional duty to report my findings to Manager Bishop. Of course, he was delighted to learn the news. General Manager, Jerry Winton, taught us, "Better right than fast." We didn't give Manager Bishop what he wanted; we gave him more. This is why companies should hire researchers rather than myopic programmers. This is also why risk-adverse HR Directors should not make personnel decisions for a growth company.
Ingenuity and discovery do not occur in a tightly controlled, oppressive environment. Apple Founders, Steve Jobs and Steve Wozniak, had to work in their garage to find a creative environment. Bill Bowerman and Phil Knight followed a similar pattern to create Nike. Our new IT manager, Tom Hensley, seemed to grasp this critical point. His first group activity had us watch an inspirational video by Dewitt Jones, Celebrate! Change Your Lens, Change Your Life. This reflects the bipolar nature of the company. Innovative managers know this secret. Senior management is consumed by fear. And, this is exactly why SolAero Technologies and New Mexico are faltering — too much fear; too much concern about petty control.
Reminds me of a project I worked on with Rosario for an outstanding manager, Rick Bishop. Rosario always called him, "Mr. Bishop" — athough he asked her politely to call him by his first name. This signifies the Hierachical nature of her personality. This is common for a Catholic, Mexican-American female. God sits at the top of their patriarchal society. Men should be served reverently. She could not see herself as an intellectual and professional equal.
Working on my PhD at the University of New Mexico, I focused on Cultural Theory of Risk by anthropologist, Mary Douglas, and political scientist, Aaron Wildavsky. New Mexico is a highly "risk-averse" state. Peoople ask me why the Land of Enchantment struggles to create jobs, attract new business and retain talent. Neighboring Colorado, for example, has a more "risk-taking" culture. The state took the opportunity to experiment with the GREEN Gold Rush of cannabis legalization. New Mexico governor, Susana Martinez, another Catholic, Hispanic female, cannot summon the courage to move the state forward. Washington state, Oregon, California, Alaska, Nevada are similar to Colorado in "risk-taking" attitude. People have a bold, entrepreneurial spirit. New Mexico instead has a culture of CONTROL. SolAreo Technologies HR Director, Silvia Gentile, a female Hispanic, would be characterized this way. She wasn't interested in creativity or production — solely whether staff would "kiss her ass." This isn't about sex — it's about POWER.
Manager Bishop came to Rosario and me for a specialized analysis. He wanted to know how long it took a product to move start to finish through the manufacturing process — the fab, as it's called within the company. As Rosario understood the SQL data flow better than I, she prepared the initial query. I created the report and subsequent analysis. Unfortunately, she did her portion incorrectly. Her adversion to taking risk caused the error.
Rosario is a computer programmer; I'm a researcher. She is hierarchical. I'm an independent thinker. Manager Bishop asked for the "age" of a product from A to B. She gave him exactly what he wanted. Yet Manager Bishop didn't understand the SQL data flow. He had no way to know the model he described was under specified — a causal model in which important variables have been omitted. A researcher, on the other hand, has an ethical responsibility to fully specify the data model. As we say, "Garbage in; garbage out." The SQL data flow didn't progress from A to B. Instead, it moved from A to B to C to D. I showed this to Rosario. It upset and confused her. Her internal programming allowed her to consider only that which had been requested.
This was the first break in our intellectual relationship. It caused her considerable cognitive dissonance. I told her, "Our job isn't to give clients what they want; we must give them what they need." To her such an attitude was insubordinate. From my point of view, her refusal to properly specify the model was professional negligence. Giving a manager "under specified data" could lead to an industrial accident. It could cost coworkers jobs or the company profits. And, as SolAero Technologies has five nuclear reactors on property along with vast quantities of toxic chemicals, inaccurate data could cause an environmental disaster. As a risk-adverse, hierarchical programmer, she was unable to grasp the consequences of her fearful and overly-compliant behavior.
After significant coaxing, I was able to convince Rosario we had a professional duty to report my findings to Manager Bishop. Of course, he was delighted to learn the news. General Manager, Jerry Winton, taught us, "Better right than fast." We didn't give Manager Bishop what he wanted; we gave him more. This is why companies should hire researchers rather than myopic programmers. This is also why risk-adverse HR Directors should not make personnel decisions for a growth company.
Ingenuity and discovery do not occur in a tightly controlled, oppressive environment. Apple Founders, Steve Jobs and Steve Wozniak, had to work in their garage to find a creative environment. Bill Bowerman and Phil Knight followed a similar pattern to create Nike. Our new IT manager, Tom Hensley, seemed to grasp this critical point. His first group activity had us watch an inspirational video by Dewitt Jones, Celebrate! Change Your Lens, Change Your Life. This reflects the bipolar nature of the company. Innovative managers know this secret. Senior management is consumed by fear. And, this is exactly why SolAero Technologies and New Mexico are faltering — too much fear; too much concern about petty control.
UPDATE 12.28.17: As I look back on 2017, what a successful — yet painful year.
Starting in January, SolAero Technologies tasked me to team with a senior
female analyst. We fit intellectually and in skill set. She was more
operational; I'm a BigPicture thinker. Together we attacked a huge pile of
assignments and accomplished Rock Star performance for the
company. Unfortunately, her personal problems wrecked our team. I tried to get
her to talk about it. She refused. I asked her to meet with a trusted third
party. Refused. She never apologized for her behavior and created a hostile
work environment. As I was new, the company released me rather than deal with
the senior employee's unprofessional behavior. My MeanGirl coworker
avoided me and never interacted with me again.
I specialize in building teams. The photo below features the Chinese Olympic Volleyball Team. We earned the Silver Medal. SolAero Technologies HR Director, Silvia Gentile, knows nothing of team work. She prepares bureaucratic paperwork and functions as the "proper attire" police for a group of engineers. My female analyst never played on a team. When demands were difficult and challenging, she quit. The women I coached are champions. Together, we sweated; we argued and fought occasionally; we strove for victory. On the court, we functioned as one. Many companies request "team players" in job postings. Few understand team dynamics. What they really seek is someone who will do all the work for little pay or recognition. This isn't team work. SolAero Technologies does not recruit, reward or nuture team players — instead, they destroy them!
I specialize in building teams. The photo below features the Chinese Olympic Volleyball Team. We earned the Silver Medal. SolAero Technologies HR Director, Silvia Gentile, knows nothing of team work. She prepares bureaucratic paperwork and functions as the "proper attire" police for a group of engineers. My female analyst never played on a team. When demands were difficult and challenging, she quit. The women I coached are champions. Together, we sweated; we argued and fought occasionally; we strove for victory. On the court, we functioned as one. Many companies request "team players" in job postings. Few understand team dynamics. What they really seek is someone who will do all the work for little pay or recognition. This isn't team work. SolAero Technologies does not recruit, reward or nuture team players — instead, they destroy them!
China Olympic Volleyball Team: Silver
Medalists
It takes a special kind of sick, evil person to mess with another
person's job. Maria Rosario Gonzales (Velasquez) slightly edged out Donald
Trump as the Meanest Person of 2017. I've adapted a short story
from Sarah Charley at TinyBuddha that illustrates my
frustration for trying to help this troubled woman. Big mistake!
I've always tried to
distance myself from people who are rude, overly aggressive and mean. But
sometimes we become tied to people who might not have our best interests at
heart. Last year SolAero Technologies assigned me to partner with a coworker
who was at a bad spot in her life. I thought I could help her through this
tough time, but just like a swimmer drowning in a pool, she grabbed on and
ended up drowning me when I reached out and tried to save her.
She couldn't recognize that her actions were causing me pain, even when I directly laid it out in front of her. I even used examples from my life of things that had hurt me and then tried to make the comparison that the same things she was doing also hurt me. She never apologized, and continued the mindset that I deserved to be treated this way, and that I was the one at fault. I made the mistake of thinking I could change her with compassion, patience and understanding. I finally realized that sometimes people are just mean — and there is absolutely nothing you can do about it.
She couldn't recognize that her actions were causing me pain, even when I directly laid it out in front of her. I even used examples from my life of things that had hurt me and then tried to make the comparison that the same things she was doing also hurt me. She never apologized, and continued the mindset that I deserved to be treated this way, and that I was the one at fault. I made the mistake of thinking I could change her with compassion, patience and understanding. I finally realized that sometimes people are just mean — and there is absolutely nothing you can do about it.
Life Becomes Easier When You Learn to
Accept an Apology You Never Got
~Robert Brault
~Robert Brault
UPDATE 12.25.17: About a year ago, my hiring manager, Stephen Bradley, warned me
that my senior coworker, Maria Rosario Gonzales (Velasquez), was frustrated and
vulnerable. She was divorcing her husband and struggling with some personal
issues. He asked me to watch over her and take extra special care of
her. Yes, I'm a fool. I'm compassionate and kind. I listened to him. As a new,
single mother, I assumed she would be in a lonely place. With Christmas
approaching, I new she liked music and noticed a WiFi stereo system on her
Santa's Wish List. This would allow her to stream music from her phone to the
stereo. Maybe this would bring some happiness to her and her six-year-old son,
Octavio. Family breakups are always difficult on the children. Merry Christmas!
I surprised both with a Sony for 2017.
Christmas Present 2016 — Sony Portable
WiFi for Rosario
This is one reason women will never achieve equality to men. If a
woman is sad and vulnerable, society demands people come to their rescue — and
women happily accept this support. If a man is vulnerable, society considers
him to be weak and unstable. He likely will lose his job. Rosario spent many
days crying at her desk. How would my manager or HR Director have reacted had
they seen me crying at my desk? When I was distressed, I tried to get help from
the HR Director. It was October 3rd. Silvia Gentile told me my job was secure
and I could confide in her. I trusted her. Big mistake!!! Two weeks later she
seemed to enjoy firing me.
The Reason for
the Season is to honor the birth of Jesus: He speaks to everyone who
is on the run, to all refugees, to the poor, for those who are excluded because
there is "no room at the inn."
I didn't enjoy my seating assignment in the IT area. Noboby wanted
to sit in this location. It was cold and isolated. I didn't complain. I didn't
cry. As men know, sometimes we have to suffer uncomfortable conditions at work.
Most of us try make the best of difficult challenges. The company treated
Rosario differently. My manager, Tom Hensley, told me a couple times he
wouldn't ask Rosario to sit back there. "It's too dark and cold for
her," he reported. Women get preferential treatment in society today. And,
strangely, my psycho freak coworker kept poking at me to move.
This is a text conversation from Saturday, September 16th, around 5pm. Rosario
claimed I wasn't a "good team player" because I had "my own
island." It wasn't up to me. Our manager assigned me to the spot and I
respectfully did as I was told. She didn't want to trade with me. She just
caused trouble for me!
Rosario: You're Not a "Good Team
Player" for Doing What Manager Instructed
For doing what my manager asked me to do — with a smile on my face
and a positive attitude — my senior, female coworker punished me. She sabotaged
my career and caused me to lose my job. Merry Christmas, Maria Rosario Gonzales
(Velasquez). Enjoy beautiful music on the high-quality stereo I bought you. Due
to you there's no room at the inn and not much joy in our household this year.
I know my other coworkers and their families who are suffering being laid off
feel the same way.
UPDATE 12.22.17: This has been the most unprofessional experience I have suffered
in my life. Dozens of managers must be laughing hysterically at the irony of
this situation. For over ten years I successfully defended and protected women
in the workplace. I came to SolAero Technologies to escape the labor
wars. Two Mean Girls, HR Director, Silvia Gentile, and my supervisor/trainer,
Maria Rosario Gonzales (Velasquez), ended my career with the space solar cell
manufacturer. Was I not popular enough? Was I punished for refusing to eat
their sugary snacks? Ms. Rosario abandonned her loving husband after twenty
years of marriage. She spent the final weeks of my tenure with the company
crying at her desk. I tried to support her. She said the pain was unbearable. I
was truly concerned about her. Was she seeking a romantic relationship with me?
This situation simply does not add up!
Maria Rosario Gonzales (Velasquez) Refuses
to Talk With Me
Ms. Rosario refused to talk with me or meet with HR about her
issues. She dumped me as she had deserted her husband, three boys and extended
family. Her action was personal. My work performance was stellar. SolAero
Technologies management responded in an unethical manner. They were untruthful
and not professional. In the dismissal letter Silvia Gentile handed to some 16
SolAero Technology employees on October 19, 2017, she wrote, "Because of
economic and business conditions as well as our intent on being cash
flow positive," you are being eliminated. It's clear business
and economic conditions in America are excellent. Gentile and SR
managers put "cash flow" above the lives of human beings. People in
the northern hemisphere just passed the Darkest, Longest Night of the
Year. Due to poor planning and shortsighted decision-making by management,
loyal, competent and committed employees, including their families, remain in
depressed conditions. Hundreds, if not thousands, of SolAero Technology
employees from California offices suffer similar economic and professional
humiliation.
UPDATE 12.18.17: Mitch Prinstein recently published a social commentary
about professional life in America. "If your workplace
sometimes feels like you're reliving high school, that's because you are,"
he wrote. Prinstein is an adolescent psychology professor at the University of
North Carolina and author of the book Popular: The Power of Likability
in a Status-Obsessed World. What makes Popular fascinating
is not necessarily that central thesis, which will likely feel familiar to
people far beyond Yale’s ivy-covered walls. It is, rather, the depth with which
Prinstein explains the world in its perma-Mean Girls ways.
Wow! This is a book I need to read. The culture at SolAero Technologies certainly left me feeling like I was reliving high school. Unfortunately, I ended up in the other side of the lunch room from a couple Mean Girls. Prinstein sums it up, "Popularity is much like class in America: It divides people. It defines people." Focusing on how to improve the efficiency of our space solar cells was far less important than forming "popularity" cliques at SolAero Technologies. I had a strong relationship with my coworker, Maria Rosario Gonzales (Velasquez), for about ten months. She participated in my hire; served as my supervisor, trainer and senior mentor. Mid-September she sent me this text to celebrate my birthday:
Wow! This is a book I need to read. The culture at SolAero Technologies certainly left me feeling like I was reliving high school. Unfortunately, I ended up in the other side of the lunch room from a couple Mean Girls. Prinstein sums it up, "Popularity is much like class in America: It divides people. It defines people." Focusing on how to improve the efficiency of our space solar cells was far less important than forming "popularity" cliques at SolAero Technologies. I had a strong relationship with my coworker, Maria Rosario Gonzales (Velasquez), for about ten months. She participated in my hire; served as my supervisor, trainer and senior mentor. Mid-September she sent me this text to celebrate my birthday:
Two weeks later, I was in her dog house. Have no idea why; have no
idea what I might have done. Maybe it wasn't me at all. Rosario was struggling
in her personal life. Her husband was angry with her; her boys were upset with
her; her extended family had expelled her. She told me the pain was unbearable.
Maybe she was suffering "toxic PMS." For nearly a year, I had tried
to support and reassure her. Yet my supervisor told me Popularity Queen
Rosario was "mad at me." Why? "Don't know!"
Rosario refused my every request to try and smooth it out. My senior coworker
had become my worst nightmare, as she appeared to sabotage my career. Her Mean
Girl partner, HR Director, Silvia Gentile, thought the situation was
funny. She definitely had a high school reaction to this
ominous dynamic.
"In a very real manner," Prinstein claims, "our experiences with popularity are always occupying our minds. The problem is, we left high school long ago — and our brains never got the memo." The other problem? "We are, as a culture, extremely reluctant to talk about any of that."
"In a very real manner," Prinstein claims, "our experiences with popularity are always occupying our minds. The problem is, we left high school long ago — and our brains never got the memo." The other problem? "We are, as a culture, extremely reluctant to talk about any of that."
I'm not participating on
this meeting. I don't want to be wasting others people time just because you
and I don't know how to communicate well. I think I can easily fix this problem
by sending you all my communications via email. This way you have detail information
and we avoid misunderstandings.
No need for therapy time, I'm here to produce and get the job done.
Thanks,
Maria Rosario Gonzales (Velasquez)
No need for therapy time, I'm here to produce and get the job done.
Thanks,
Maria Rosario Gonzales (Velasquez)
11th Grade Popularity Queen — Maria
Rosario Gonzalez (Velasquez)
I was raised differently. I wasn't popular in
high school. I don't aspire to be popular today. My family groomed me to be a
"leader." I believe this highlights a major difference how families
raise boys and girls. Parents expect boys to develop into leaders. Thus,
likeability is not stressed as greatly as earning respect. My coworker, Rosario
Gonzales, shunned leadership. Although I encouraged her, she feared the
pressure. Instead, she wanted to be liked and seemed upset with me for
preferring to earn respect over simply seeking to be liked. More women in
management positions today create tension in this area. They prefer
"likeability" in employees; they do not understand the requirements
on leaders. CEO Brad Clevenger nurtured this. In our first meeting, he shook my
hand and applauded my BOLD efforts. Yet bold employees must be
protected. They take risk by sticking their neck out. SolAero Technologies
failed to support my bold action. Mark Suster writes, "Great Leaders Are
Respected, Not Loved." He adds:
It's nice to be liked.
Early in life, it's the best social currency for collaborating with others. If
people don't like you, they won't invite you to their birthday parties. As you
progress and enter the productive world being liked is still nice, but it fades
further into the background as the primary metric for who will collaborate with
you. It gets overshadowed in importance by being respected.
Ed Sheeran says, "I can't tell you the key to success, but
the key to failure is trying to please everyone." I earned respect at
SolAero Technologies. I made many friends who liked me as well. Yet for TWO
women, popularity was more important than earning respect or being productive.
Unfortunately, at SolAero Technologies —
Adolescence.Lasts.Forever.
SolAero Technologies: Culture of Quitters
UPDATE 12.23.17: Space Exploration Technologies Corp., doing business as SpaceX,
is an American aerospace manufacturer and space transport services company
headquartered in Hawthorne, California. Founded in 2002 by entrepreneur Elon
Musk with the goal of reducing space transportation costs and enabling the
colonization of Mars, Musk's SpaceX Falcon 9 rocket launched into space from
California's Vandenberg Air on December 22nd at 5:27 p.m. PST — just 30 minutes
after sunset — carrying 10 Iridium® Next communications satellites into orbit.
[Iridium Press Kit Information]
The project competes with SolAero Technologies, OneWeb satellite
constellation, which is a proposed constellation of approximately 648
satellites expected to provide global Internet broadband service to individual
consumers as early as 2019. SolAero Technologies prepares to supply solar
panels for the OneWeb project.
SpaceX Falcon 9 rocket Launched from
California's Vandenberg Air
SpaceX's Falcon 9 rocket plans to deliver 10 satellites to
low-Earth orbit for Iridium, a global leader in mobile voice and data satellite
communications. This is the fourth set of 10 satellites in a series of 75 total
satellites that SpaceX will launch for Iridium's next generation global
satellite constellation, Iridium® NEXT. The mission was a success, with all 10
satellites reaching their intended orbits. But it was the jaw-dropping views of
the Falcon 9 streaking into space that stole the show, leaving an ethereal
glowing plume in its wake as it soared into orbit (pictured above).
UPDATE 12.22.17: SolAero Technologies offered about $3,800 to keep my mouth shut
and go away quietly. Fuck them! This Christmas will be a bitter one for
the 16 families they cheated. The company provides essential
components for national defense and civilian programs. Society has a right to
expect better performance from this callous company. I politely declined their
offer and submitted a counter proposal. Company representatives did not
respond. [Separation Agreement and
General Release]
AT&T Lays Off
Hundreds of Employees Just Before Christmas in Five States
This Christmas will be a bitter one for AT&T employees who are finding themselves without a job. AT&T announced layoff's affecting people in five states, including Missouri. Just days before Christmas, hundreds of people in the metro found out they will be out of jobs come Jan. 4.
On Thursday, leaders of the Local 6360 Union held a meeting to offer help and share resources with workers who have been laid off. The meeting falls on the same night AT&T reported $1,000 bonuses for more than 200,000 U.S. employees in response to the GOP Tax Plan passing. Those recently notified of these job cuts say the bonuses seem like a slap in the face.
"How can you lay people off and then give them $1,000 and say that there's going to be more jobs available? I wish someone could tell me how that's possible because I have to explain that to my members, and right now at this time of year, this is a difficult pill to swallow," said Joseph Blanco, president of Local 6360 Communication Workers of America Union.
This Christmas will be a bitter one for AT&T employees who are finding themselves without a job. AT&T announced layoff's affecting people in five states, including Missouri. Just days before Christmas, hundreds of people in the metro found out they will be out of jobs come Jan. 4.
On Thursday, leaders of the Local 6360 Union held a meeting to offer help and share resources with workers who have been laid off. The meeting falls on the same night AT&T reported $1,000 bonuses for more than 200,000 U.S. employees in response to the GOP Tax Plan passing. Those recently notified of these job cuts say the bonuses seem like a slap in the face.
"How can you lay people off and then give them $1,000 and say that there's going to be more jobs available? I wish someone could tell me how that's possible because I have to explain that to my members, and right now at this time of year, this is a difficult pill to swallow," said Joseph Blanco, president of Local 6360 Communication Workers of America Union.
I remember when I first joined the SolAero Technologies team. I'm
a space nut and working on solar cells for space capitvated me. Most employees
feel this way. Management is somewhat arrogant due to this. Few people have an
opportunity to work in the space & defense industry. Company products are definitely
a conversation starter. Unfortunately, CEO Brad Clevenger, COO Jeffrey
Lassiter, HR Director Gentile, and my supervisor/trainer Maria Rosario Gonzales
(Velasquez) are confused and fearful people. My original hiring manager,
Stephen Bradley, was also unable to handle the pressure of big time manufacturing.
Bradley let me know recently he "blacklisted" me for airing these
grievances. This is why the #MeToo Women suffered in silence.
Protest must remain anonymous.
I really looked up to Bradley. He's definitely a bright guy. Told me he was frustrated being forced to work some 80 hours a week frequently. Interesting comment! He partnered primarily with Rosario. He had over five years experience; she about 3.5. When he departed, I had to fill the void he created. I never worked 80 hours a week; neither did Rosario. Not sure why he claimed to be so busy. In fact he left me quite a mess. All production servers were performing sluggishly and suffering gridlocks. I needed to made hardware changes. Queries and processes were not optimized. SQL Servers were unbalanced and in need of tuning. The Syteline8 application was riddled with bugs and he failed to convince management about the requirement to upgrade. He purchased server equipment for about $50,000, yet it remained boxed. It's poor management to buy hardware and not deploy it immediately. In two years there are new generations available. This equipment probably remained in boxes longer than this.
Rosario focused on Syteline debugging. I pulled the data centers together. We generally worked 40-50 hours per week. We had our hands full, but never understood why he melted down. Our burden would have been easily managed had he stayed. This is simply an example of inexperienced management. Fear and panic rather than a measured march forward. I pointed this out to Rosario a couple times ... sometimes, people give up just when they're at the door of success. Never quit!
I really looked up to Bradley. He's definitely a bright guy. Told me he was frustrated being forced to work some 80 hours a week frequently. Interesting comment! He partnered primarily with Rosario. He had over five years experience; she about 3.5. When he departed, I had to fill the void he created. I never worked 80 hours a week; neither did Rosario. Not sure why he claimed to be so busy. In fact he left me quite a mess. All production servers were performing sluggishly and suffering gridlocks. I needed to made hardware changes. Queries and processes were not optimized. SQL Servers were unbalanced and in need of tuning. The Syteline8 application was riddled with bugs and he failed to convince management about the requirement to upgrade. He purchased server equipment for about $50,000, yet it remained boxed. It's poor management to buy hardware and not deploy it immediately. In two years there are new generations available. This equipment probably remained in boxes longer than this.
Rosario focused on Syteline debugging. I pulled the data centers together. We generally worked 40-50 hours per week. We had our hands full, but never understood why he melted down. Our burden would have been easily managed had he stayed. This is simply an example of inexperienced management. Fear and panic rather than a measured march forward. I pointed this out to Rosario a couple times ... sometimes, people give up just when they're at the door of success. Never quit!
Never Quit!
We're all aware how manufacturing jobs have disappeared across
America. This hits management ranks hardest. My first CFO, Phyllis Sullivan,
was stung by SolAero Technologies as well. I watched her in action last spring
with a group of top managers. They were presenting findings and summarizing
progress. She peppered them liked a skilled prosecutor. She knew her stuff and
set high expectations. Very impressed! Although I was a newbie, I organized a
presentation for management regarding the migration to Syteline9. Stephen
Bradley had missed this. My senior partner, Rosario, was aware of the issue but
was too fearful to speak up. This is the culture of fear at SolAero
Technologies!
Fascinating experience! I had been there only months and I sat before ALL top level managers. My IT Director, Eric Kuecherer, apparently was unaware of the issue. Syteline was the company's ERP software — the backbone of the financial and inventory systems. People had been using this for five to ten years! How were they not up to speed? I had briefed most of the team previously. Confusion reigned! On the other hand, it took Phyllis only seconds to reach a decision. "Do It ... and Let's Do It Now!" Insightful.Bold.Correct — she was gone shortly afterward. We spoke. Her tears said it all.
Some will say I'm a disgruntled employee. Thank you! Disgruntled settlers dumped tea into the Boston Harbor rather than pay taxes to King George without representation. Disgruntled citizens stood up and fought against slavery. They battled to earn women the vote. They ended Jim Crow and passed Civil Rights legislation. They created unions and established the 40-hour work week, sick leave, workplace safety, and opportunities for women and People of Color. Go ahead, call me disgruntled. I'm an American Patriot!
Fascinating experience! I had been there only months and I sat before ALL top level managers. My IT Director, Eric Kuecherer, apparently was unaware of the issue. Syteline was the company's ERP software — the backbone of the financial and inventory systems. People had been using this for five to ten years! How were they not up to speed? I had briefed most of the team previously. Confusion reigned! On the other hand, it took Phyllis only seconds to reach a decision. "Do It ... and Let's Do It Now!" Insightful.Bold.Correct — she was gone shortly afterward. We spoke. Her tears said it all.
Some will say I'm a disgruntled employee. Thank you! Disgruntled settlers dumped tea into the Boston Harbor rather than pay taxes to King George without representation. Disgruntled citizens stood up and fought against slavery. They battled to earn women the vote. They ended Jim Crow and passed Civil Rights legislation. They created unions and established the 40-hour work week, sick leave, workplace safety, and opportunities for women and People of Color. Go ahead, call me disgruntled. I'm an American Patriot!
Destruction of Tea at Boston Harbor
UPDATE 12.13.17: Reached out today to my original hiring manager, Stephen
Bradley. He had mentioned he might have a position opening mid-December. He
answered:
Due to the website
wattsupsolaerotech.com, I don't feel comfortable continuing a professional
relationship with you. I wish you well, but cannot condone or endorse these
actions.
This is why the #MeToo movement is so important
in America. I assume my senior mentor, Rosario Gonzales, shared my story with
Stephen. "Look what this asshole said about me," she likely reported.
And, how did Bradley respond? "I'll fix him. We'll blackball him from the
industry. No job for him!" Anyone who stands up to injustice in the
workplace is banned or barred from future employment. This is why WOMEN have
suffered in silence for decades. Shame on people like Stephen and Rosario. I
responded to Stephen:
You hired me then
resigned in anger and frustration leaving me in a difficult situation. I
respected your protest. This is my protest. Didn't ask you to endorse anything.
You should respect my efforts to bring needed change. I respected you.
Stephen hired me but then announced he was departing a couple
weeks later. Rosario shrieked when he told us, "You can't quit. You said I
couldn't quit!" She didn't accept giving up at that time. It's another
example of the quitting culture at SolAero Technologies. Stephen told us he
hoped his "resignation in protest" would help us get the additional
staff and attention from SR management we needed. I never felt SR management
supported our group professionally. Our IT Director was consumed with his
duties in California. It was months before the company hired a new manager and
it takes about a year to get someone up to speed. Without proper supervision,
IT staff were forced into unnatural and complex roles.
I really liked Stephen — extremely bright, talented guy! I was excited to work with him. I tried to convince him to change his mind. Most of his duties fell to Rosario and I. We eventually tamed the mountain of work, but our situation would have been less stressful had he stayed. Stephen told me many times he regretted not being able to serve in the military — due to medical limitations. Service would have been good for him. It teaches leaders to never leave their team. SolAero Technologies was stupid to let him go. It was juvenile for Stephen to abandon us!
The last time I had contacted Stephen was October 2nd. My Spidey Sensors were screaming that something was wrong.
I really liked Stephen — extremely bright, talented guy! I was excited to work with him. I tried to convince him to change his mind. Most of his duties fell to Rosario and I. We eventually tamed the mountain of work, but our situation would have been less stressful had he stayed. Stephen told me many times he regretted not being able to serve in the military — due to medical limitations. Service would have been good for him. It teaches leaders to never leave their team. SolAero Technologies was stupid to let him go. It was juvenile for Stephen to abandon us!
The last time I had contacted Stephen was October 2nd. My Spidey Sensors were screaming that something was wrong.
Hello my friend. Hope
you’re doing well. SolAero has changed dramatically. Many new consultants and
managers. Going in different direction. Kind of crazy. You looking for
additional staff?
Stephen responded, "Wow, things going crazy over there
huh?"
Since I've been here
turnover has been maddening. People are great. We're successful overall but the
company is constantly shifting and that is chaotic. Probably normal for growth
company, but I feel lost.
Stephen asked, "Did your team change or is it just the
overall atmosphere?"
Have learned a lot. Core
team in IT same. New manager. Nice guy but doesn't "touch keys" as he
says. Not a teacher or partner. Meets with upper management primarily.
Stephen's response, "Wow, lame. I'll let you know for sure
when I have a posting. Hang in there."
We were excited when our new manager, Tom Hensley, arrived. Our IT group had over 500 outstanding tickets to fix and complete. We were swamped. When he said, "I don't touch keys," we were deflated. It's like working with a team to replace a home's grass with rock — xeriscape the yard. You and your coworker have a huge pile of rock to move. The manager watches but does not pick up a shovel to assist. Yes, as Stephen said, "That's lame!"
Mr. Bradley, you protested your way — criticizing SR management as you walked out the door. This is my way. I'm not a quitter. I stayed and battled each day to make it a better company. I didn't desert SolAero Technologies as you did. But all of you quit on me!
We were excited when our new manager, Tom Hensley, arrived. Our IT group had over 500 outstanding tickets to fix and complete. We were swamped. When he said, "I don't touch keys," we were deflated. It's like working with a team to replace a home's grass with rock — xeriscape the yard. You and your coworker have a huge pile of rock to move. The manager watches but does not pick up a shovel to assist. Yes, as Stephen said, "That's lame!"
Mr. Bradley, you protested your way — criticizing SR management as you walked out the door. This is my way. I'm not a quitter. I stayed and battled each day to make it a better company. I didn't desert SolAero Technologies as you did. But all of you quit on me!
UPDATE 12.4.17:
Ran into a former coworker this weekend. "How's it going at SolAero?"
he asked. They laid me off. "NO!!! I heard something about that. Many
employees I heard. You're such a great guy. You did excellent work. I was
really concerned about management. Seemed confused. Saw a couple red flags
there. Happy I found another place at this time. Really sorry to hear. You're a
good person and you'll find something better."
SolAero
Technologies Abandons 16 Albuquerque Families for Christmas and Holiday Season
SolAero Technologies CEO and president, Brad Clevenger (below),
proudly accepted public congratulations, praise and funding from New Mexico
governor, Susana Martinez, Albuquerque mayor, Richard Berry, and other leaders
in the business communmity for company plans to hire additional employees in
2017 and 2018. CEO Brad holds a PhD in Chemistry from the University of Texas
at Austin and a Bachelor of Science degree from the University of Florida. He
has published over 50 journal articles and holds four U.S. patents. Yet on
October 19th, CEO Brad and SolAero Technologies senior management were complicit in abandonning 16
local families. CEO Brad knows chemistry; he's skilled writing articles; he
quits on People!
SolAero Technologies CEO Brad Clevenger:
Culture of Quitters
My coworker, Frank, had been part of the team for over 18 years.
He didn't give up on SolAero Technologies. CEO Brad quit on him. Cathy had
served the company over 10 years. She didn't let down SolAero Technologies; CEO
Brad quit on her. Happy Holidays — here's your pink slip. Losing
a job ranks No. 8 on the Holmes-Rahe stress inventory — not far behind the
death of a spouse or going to jail. CEO Brad accepted the public kudos, as well
as some $200,000 in public grants, yet cheated competent employees.
EMCORE Corporation was founded in 1984 and headquartered in
Alhambra, California. Albuquerque-based SolAero Technologies was born around
September 17, 2014, due to a $150 million investment by Vertias Capital, to
continue the solar space power division of EMCORE. Since that time, senior
management at SolAero Technologies has been confused, chaotic and callous.
There have been numerous layoffs, as leaders deserted skilled staff.
CEO Brad introduced himself to me in February 2017 — about the
time SolAero Technologies made headlines for launching a $10M expansion in the
Albuquerque area and promising "at least 80 new high-tech solar
jobs." I had dazzled him with an internal memo titled, "The Three Cs
of Leadership: Command, Control and Communication." He shook my hand and
urged me to continue my BOLD leadership. Yet CEO Brad was
neither bold nor courageous when it came to supporting SolAero Technologies
staff in return. I managed "mission critical" projects and earned my
compensation. Our IT team remained understaffed and overwhelmed when CEO Brad
kicked me under the bus and into the unemployment line. I met COO Jeffrey
Lassiter shortly after my improptu session with CEO Brad. He asked me to
"fill shoes two sizes too big." I did — competently! Yet COO Jeff's
courage to support dedicated employees didn't fill shoes two size larger. COO
Jeff is a wimp when it comes to caring for committed, talented staff.
Quitting On
Employees Dominates Culture at SolAero Technologies
The SolAero Technologies, Quitting on Employees,
culture includes HR Director, Silvia Gentile, as well as my senior adviser,
Maria Rosario Gonzalez (Velasquez). She participated in hiring me. She selected
me to team with her specifically in the Business Intelligence (BI) group. She
served as my supervisor, trainer and senior work partner. I looked forward to
partnering with her each day. She was a company Rock Star and I
aspired to be like her. She suffered difficult personal challenges during our
year together and SolAero Technologies placed massive demands on her. I did
everything I could to support her. For some reason, she gave up on me. One day
she was happy with me; the next she was angry. Was it her personal life? Was it
something I did? She wouldn't talk to me about it. She wouldn't meet with a
mediator or other professional. She just quit on me! To this day, Maria Rosario
Gonzalez (Velasquez) has never explained her behavior or apologized for
treating me unprofessionally. Due to her silence, I tell my story. Costing
another person their job due to a personal matter is unethical and
unacceptable.
For over nine months, Maria Rosario Gonzalez (Velasquez) and I had
a strong, positive relationship. She inspired me. I motivated her. "Side
by side," she wanted. Frustrated, isolated and working alone, she sought a
partner. We became a Dynamic Duo. She was Batman; I, Robin. We spit, shook
hands, and exchanged decoder rings. We killed it and management noticed. Our GM
said when departing, "You and Rosario will continue to do amazing things
there." In mid-September 2017, her behavior toward me was pleasant and
professional. She warmly wished me, Feliz cumpleaños. Her birthday was
a week later. I gave her a card and our group sang Happy Birthday to
her. Days later, she became angry and hostile toward me. She refused to seek
help or mediation. Rosario had quit on me. Speaking with the HR Director on
October 3rd, I explained her perturbing attitude toward me. As Rosario served
as my trainer, I feared I would lose my job. Silvia Gentile assured me the
company loved my work and planned on keeping me a long time. On October 19th,
SolAero Technologies terminated my employment.
It's nearly impossible
today to turn on TV or read online news and not hear horror stories told by
victims of inappropriate activity in the workplace. Sometimes for decades,
employees have suffered in silence as powerful coworkers FORCED them to
tolerate unwanted behavior. Why didn't these victims speak up? There is ONE
common theme — they didn't want to lose their job or frustrate their career.
They suffered terrible crimes in silence. This is how important a job is to
people.
Hannah, a woman who survived the mass shooting in Las Vegas, wrote recently in HuffPost, "In many ways I feel like every bullet that didn't physically hit me, because none of them did, all hit me mentally and emotionally. If you could do a fictitious scan of my head, it would look like Swiss cheese, because they all went through me on some level."
Bullets from Maria Rosario Gonzalez (Velasquez) ripped through me mentally and emotionally. My head and soul were Swiss cheese. This is how important my job was to me.
Hannah, a woman who survived the mass shooting in Las Vegas, wrote recently in HuffPost, "In many ways I feel like every bullet that didn't physically hit me, because none of them did, all hit me mentally and emotionally. If you could do a fictitious scan of my head, it would look like Swiss cheese, because they all went through me on some level."
Bullets from Maria Rosario Gonzalez (Velasquez) ripped through me mentally and emotionally. My head and soul were Swiss cheese. This is how important my job was to me.
Maria Rosario Gonzalez (Velasquez) is a quitter. DEFINED: a
person who gives up easily or does not have the courage or determination to
finish a task. The warning signs were there. Just as society wonders
how they missed seeing the symptoms of a sick, deranged mass shooter, I missed
signs telling me Rosario was a deserter. About two weeks after joining SolAero
Technologies, my hiring manager called us to a meeting, "I'm fed up with
senior management. I cannot continue working 80 hours per week and I've
accepted another position." Rosario blurted out, "You can't leave.
You told me I couldn't quit." Tip #1: Rosario was willing to quit. The
manager was carrying her.
After working with Rosario for a couple months, she had grown to
treasure me. "You're fearless," she confided. She's correct. I'm a
person with much courage. None would call me a quitter. I told Rosario about a
woman who reminded me of her. Jenny had earned five gold medals as a
professional athlete. She was offered a head coaching position for an Olympic
team. "I'm not good enough," she told me. Jenny had never been a head
coach and Olympic pressure was intense. I knew great coaches. I recognized
Jenny as a Diamond in the Rough. She could be the best; just as I
knew Rosario could be the best. "You're too confident," Jenny chided.
"You are the best coach in the world; you have the best team. We will win
gold," I said courageously. Jenny believed in me. We were ranked 10th in
the world when we started. We played for Olympic gold two years later. Yes,
Rosario reminded me of Jenny. Big difference though. Jenny isn't a quitter. She
finally earned Olympic gold as a head coach in 2016. Rosario gave up!
Rosario initially believed in me. This explains why I had
enchanted her. She divulged one day, "I'm divorcing my husband." I
asked if he had been a bad husband. No. Abusive? No. Mean to your boys? No.
"He's a good father," she said. There was no specific reason. Tip #2:
After more than 20 years of marriage successfully raising three boys, she
deserted her man. She quit on her boys and abandoned her family. SolAero
Technologies kept Rosario and cast me aside. Senior management frequently quits
on employees. This also explains why CEO Brad Clevenger was awestruck by me
initially. My courageous character fascinated him — just as my Gold
Medal attitude had transfixed Rosario. Neither are courageous enough
to play with a bold person like me though. Maria Rosario Gonzalez (Velasquez)
and Brad Clevenger are quitters.
Senior Datawarehouse Analyst Maria Rosario
Gonzalez (Velasquez)
Maria Rosario Gonzalez (Velasquez) ripped our team apart. She
cheated me. Why? Lied to me. Why? Maria Rosario Gonzalez (Velasquez) cost me my
job. Why? What explains such bizarre behavior? My supervisor, trainer, senior
partner was emotionally blackmailing me! She placed her personal
feelings before our professional responsibilities. SolAero
Technologies assigned us to fix a system in shambles. Rosario broke down
frequently at first. She wanted to give up. I refused. "You see this
hand?" I asked one day. "I'm a nobody, but this hand outplayed
Michael Jordan." I have a history of refusing to give up and earned a spot
on the scrimmage team that prepared USA Men's Basketball team for the Olympics.
I played phenomenal that week. "If you're going to quit, then quit. Have
the courage to walk away. Yet if you want to win, take my hand. Shake this hand
that bested Jordan," I teased. "We have the talent. It's all about
believing in OUR team now." I extended my hand. She shook the hand that
"schooled Jordan." We promised never to mention quitting again and
agreed to partner for five years.
Together, we tore into our assignments courageously. Coworkers
teased us for putting in so many long days. Her close coworker and friend,
Cynthia Ponce, first referred to Rosario as my "work wife." We all
laughed. The chemisty between us was infectious. We were motivated and were
inspiring others. Part of my duties included backing up Rosario when she was
absent. Chief Technology Officer, Paul Sharps, praised my skill mending his
broken PR in early 2017. "Learning Syteline is so tribal," he said in
frustration. There weren't manuals for most of our work. We learned from each
other. Teamwork was critical and Rosario told me she was an "All or
nothing person." On about September 16th, she wrote to me, "Well, the
work wife is selfish and likes not sharing." Rosario's coded message to
me, "Quit on your wife or I will quit on you!"
Consider this: inadvertantly or intentionally, you offend another
party. You email them. No response. You email them again. No response. If the
party is truly offended, most will respond by saying, "Stop contacting
me." Although Rosario acted as if I had upset her, she didn't demand I
stop contacting her. She loved watching me squirm and hurt. She had power over
me. I was junior; she was senior. Without her, no training; no growth. She took
pleasure listening to me try to rebuild our team. My mother was passive
aggressive this way. She would punish my father for days — sometimes weeks.
Rosario was behaving this way. I pleaded with her to stop. I told her I hoped
she didn't treat her beautiful boys this way. Such pain! Rosario refused to
answer — just like an 11th Grade girl in high school. I was trying to take
SolAero Technologies to Mars and my childish coworker simply wanted me to force
me to take her to Winter Ball.
Rosario stopped communicating with me about September 29th.
Albuquerque Police had to direct her on November 22nd to tell me to stop
reaching out to her — nearly two months later.
NOTE: Nobody from
SolAero Technologies asked me to cease communicating with senior management or
employees prior to this date. They are complicit in fraud and corruption. They
have callously terminated quality and competent employees. They hoped I would
go away. As the historic patriot and US Naval Commander, John Paul Jones,
remarked, "I have not yet begun to fight!"
A person truly angry with another party does not act this way. A
person scheming to manipulate and punish acts
this way. Maria Rosario Gonzalez (Velasquez) acted this way. She failed at her
repeated attempts to force me to eat her mom's coffee cake; failed her attempts
to make me eat her chocolate delights or breakfast bagels. How many times does
a guy have to say, "No!" Sugar can leave me mangry so
I don't eat sweet treats at work. Rosario knew this. She wanted to exercise her
POWER over me. Rosario had an agenda and her objective appeared focused on
forcing me to discard my wife.
Seating
Arrangement Complicates Work Effectiveness
Rosario mentioned a number of times she didn't like our group's
seating arrangement. She became brutally angry with me in June when she thought
I said I didn't want to share an office with her. "You don't like me; you
don't want to work with me," she cried. I simply thought the small office
was too crowded for us due to all the client traffic we faced each day. I
proposed we use a larger area. Rosario told me frequently she didn't like me in
the back area by myself. She felt I was isolated and missing out on important
information. I agreed with her. We suffered a minor communication breakdown —
she instructed a coworker to do one thing; I told another to do something else.
Wasn't a big deal, but could be on another assigment. I recommended we get
together to discuss options. We met Tuesday, September 26th, and came up with
four alternatives to the current situation:
·
Rosario and I could
switch. Neither of us liked this option.
·
I could switch with
Cisco. Neither of us liked this option.
·
The two of us could
switch with Jordan and Pam. We didn't mind this option, but doubted Jordan and
Pam wanted to switch.
·
Rosario could join me in
the back room. Not perfect, but could be the most convenient option.
Put the Business Intelligence (BI) team together.
As we had raised this concern with our new manager individually without
success months ago, we agreed the best strategy would be to jointly present our
proposal to him. I knew her fairly well. She seemed to leave the meeting with a
positive, optimistic attitude. I was hopeful as well. This didn't happen.
Without telling me, Rosario spoke with our manager by herself. Tom again denied
the request. When I discovered this on Thursday, September 28th, I was shocked.
"Why did you cheat me?" I asked bewildered. "Not
important," Rosario responded. She offered no apology. She was not
remorseful. She reiterated it simply was not important. It had been important
to me. I sent her a text that evening:
Thu, Sep 28, 9:11 PM
Buena noches ... Where we sit is 0% important to me. Was hoping to be more effective, but this works fine. You did shock me [for lying to me] and that suggests you weren't comfortable about something. I always want you to be comfortable. I don't think I read between the lines on this. As you said, not a big deal. Hope you sleep well.
Buena noches ... Where we sit is 0% important to me. Was hoping to be more effective, but this works fine. You did shock me [for lying to me] and that suggests you weren't comfortable about something. I always want you to be comfortable. I don't think I read between the lines on this. As you said, not a big deal. Hope you sleep well.
Rosario didn't respond. This was unusual. I knew she had been going through some
difficult times in her personal life. She was in a messy divorce with her
husband. I thought this might explain her silence. On Friday, September 29th,
our supervisor told me Rosario is "mad at you." "For what?"
I asked. He didn't know. We were busy so I sent Rosario a text the next day. We
had texted each other since I joined the company.
Sat, Sep 30, 3:57 PM
Hola ... yesterday, Cisco said you were upset with me. Might be good for us to meet with HR. If that's ok with you, I'll request an appointment. I'm going in tomorrow. Tuesday might be open. Sound good?
Hola ... yesterday, Cisco said you were upset with me. Might be good for us to meet with HR. If that's ok with you, I'll request an appointment. I'm going in tomorrow. Tuesday might be open. Sound good?
Rosario didn't respond.
Sun, Oct 1, 12:35 PM
Buenos dias ... Cisco text me the fab is down. Nathan responded. I'm heading over now. I know you get my texts. The fact you don’t respond shows me we do need help from a coach. All great teams in the world work with coaches. It's not a bad thing. We are a great team. Actually, we are a brilliant team! You are important to me; we are important to this company; I will not let us fail. I'll copy you on my request to HR. I'm asking for 10am on Tuesday. Have a beautiful, restful day.
Buenos dias ... Cisco text me the fab is down. Nathan responded. I'm heading over now. I know you get my texts. The fact you don’t respond shows me we do need help from a coach. All great teams in the world work with coaches. It's not a bad thing. We are a great team. Actually, we are a brilliant team! You are important to me; we are important to this company; I will not let us fail. I'll copy you on my request to HR. I'm asking for 10am on Tuesday. Have a beautiful, restful day.
Rosario didn't respond. In fact, she never responded to me by text again. She
was Hostile In Person when we worked together on an assignment
(10.4.17 below). She simply did the "bare minimum" with me from this
point forward. I certainly do not claim to be an expert on women, but behavior
such as this signals to me I had upset and/or angered my
supervisor/trainer/senior partner somehow. She wouldn't speak with me about it.
We were entering an intense period of work. We needed to cooperate effectively.
As I told Rosario, I contacted HR and requested a meeting for us. Rosario refused to
meet (see 10.2.17 at 8:35 AM below). The HR Director refused to bring us
together. Clearly, Rosario was upset. She just punished me with her passive
aggressive behavior until the company fired me.
From: Rosario Gonzalez
Sent: Monday, October 2, 2017 8:35 AM
To: SolAero Tech Employee; Silvia Gentile, HR Director
Cc: Tom Hensley, IT Manager
Subject: RE: Meeting Request
Sent: Monday, October 2, 2017 8:35 AM
To: SolAero Tech Employee; Silvia Gentile, HR Director
Cc: Tom Hensley, IT Manager
Subject: RE: Meeting Request
XXXXXX,
I'm not participating on this meeting. I don't want to be wasting others people time just because you and I don't know how to communicate well. I think I can easily fix this problem by sending you all my communications via email. This way you have detail information and we avoid misunderstandings.
No need for therapy time, I'm here to produce and get the job done.
Thanks,
Rosario
I'm not participating on this meeting. I don't want to be wasting others people time just because you and I don't know how to communicate well. I think I can easily fix this problem by sending you all my communications via email. This way you have detail information and we avoid misunderstandings.
No need for therapy time, I'm here to produce and get the job done.
Thanks,
Rosario
Send you all my communications via email?
Employees at SolAero Technologies used email extensively, as do most people today. Yet CEO Brad Clevenger had instituted "no email Fridays" near the end of 2016 to encourage us improve communications and teamwork. SolAero Technologies recognized the efficiency of email, while cautioning about limitations. Rosario's proposed solution violated company culture and common sense. HR Director, Silvia Gentile, said nothing. Kristie Lorette writes about the "Use of Email in Business Communication":
Employees at SolAero Technologies used email extensively, as do most people today. Yet CEO Brad Clevenger had instituted "no email Fridays" near the end of 2016 to encourage us improve communications and teamwork. SolAero Technologies recognized the efficiency of email, while cautioning about limitations. Rosario's proposed solution violated company culture and common sense. HR Director, Silvia Gentile, said nothing. Kristie Lorette writes about the "Use of Email in Business Communication":
Although internal email
usage can cover many areas within the business, it cannot and should not
replace all face-to-face communication and others forms of communication. Using
email in business communication is certainly less personal than face-to-face
communication. It can hinder social interaction and lead to less relationship
building in the workplace. Misunderstandings are commonplace in written
communication simply because the recipient cannot read the writer's tone and
expression, and therefore is left to interpretation.
SolAero
Technologies Contact Albuquerque Police TWICE for Posting and Sharing Comments
SolAero Technologies falsely accuses me. They hope to intimidate.
These BOLD words of truth frighten cowardly senior managers. This is why the HR
Director advised, "We cant [sic] answer his emails." What kind of
people BRAG and BOAST publicly about planning to hire some 100 people —
receiving kudos from Albuquerque's mayor and New Mexico's governor — then fire
workers for the Holiday Season. Frank had 18 years of service. Was senior managment
not smart enough to find a way to retrain and retain him? Cathy had over 10
years. Fantastic employee. Could not train her for one of the new positions? I
knew both — smart, talented and dedicated employees. SolAero Technologies
senior management: CEO Brad Clevenger, COO Jeff Lassiter, HR Director, Silvia
Gentile — you totally suck!
About September 29, 2017, my senior partner, Maria Rosario
Gonzalez (Velasquez), stopped interacting with me as we had done over the past
9-10 months. Something had upset her; she was angry and apparently offended.
Since hiring me, she had turned on the "light" intellectually and
professionally for me. Now, she simply switched it off. I tried repeatedly to
determine what had happened. Rosario refused to discuss the matter with me. I
tried in person; sought professional intervention; emailed; and finally,
created this website. SolAero Technologies HR Director, Silvia Gentile,
childishly continued to view this as a "personal" concern — as if we
were in 7th grade or something. I didn't want to go to the noon dance with my
coworker; didn't want to have a beer with her. She had withdrawn from me
professionally.
Doing the Bare Minimum
Speaking with Silvia Gentile and APD Officer Barlow, they asked how Ms. Gonzalez changed her behavior. Many ways. One example is she began to provide only bare minimuminformation and make bare minimum effort when I sought help or collaboration. Both the HR Director and police officer said, "Why is that a problem? Rosario is only required to do the bare minimum." Let's ask Albuquerque voters. Crime has skyrocketed in Albuquerque. Officer Barlow has no problem with Albuquerque police doing only the bare minimum to provide security. Are you satisfied with this attitude?
Speaking with Silvia Gentile and APD Officer Barlow, they asked how Ms. Gonzalez changed her behavior. Many ways. One example is she began to provide only bare minimuminformation and make bare minimum effort when I sought help or collaboration. Both the HR Director and police officer said, "Why is that a problem? Rosario is only required to do the bare minimum." Let's ask Albuquerque voters. Crime has skyrocketed in Albuquerque. Officer Barlow has no problem with Albuquerque police doing only the bare minimum to provide security. Are you satisfied with this attitude?
From observation, I believe the SolAero Technologies HR Director
is a bare minimum employee. Silvia Gentile was more concerned
whether employees ironed their slacks, tucked in shirts and combed their hair
rather than getting to Jupiter or studying Mars. She's not suited for
scientific research and manufacturing. I came to her for help on October 3rd.
She told me honestly SolAero Technologies loved my work. Two weeks later, she
fired me! Bare minimum effort — it's easy to fire. It takes
hard work to build successful teams. Rosario and I had formed a successful
team. Yet my female coworker was suffering intense personal problems at home;
pressure was high at work. Under difficult conditions, teams can become side
tracked. It take more than bare minimum effort to build
champions!
SolAero Technologies produces solar cells used in defense and
science missions in space. Sending a
probe to study the sun is not a bare minimum project. Conducting
detailed reconnaissance of Europa, a moon of Jupiter, is not a bare
minimum project. There are no technicians in space. Our work must be
PERFECT. Missions take years, maybe decades, our work must LAST. Conditions in
space — intense radiation, wicked and harsh temperatures — require more
than bare minimum efforts. SolAero Technologies hired me
because I WAS NOT a bare minimum employee. I managed ALL the
information for a $100 million company. One mistake and I could delete all of
it. SolAero Technologies did not hire me to do a bare minimum job.
They wanted Maximum Effort from all of us. The company
recognized Maria Rosario Gonzalez (Velasquez) as a Rock Star, because she WAS
NOT a bare minimum employee. These two women defend bare
minimum effort to PROTECT a woman unjustly.
Bare Minimum is NOT the Rock Star culture at SolAero Technologies.
Frank was not a bare minimum employee; Cathy was not a bare
minimum employee. I am not a bare minimum employee.
Any who accept bare minimum effort should be the ones in the
unemployment line.
Establishing Boundaries Critical In The Workplace
It took two months for Rosario to respond to me (11.22.17 below). She and SolAero Technologies contacted police due to my persistence. Even APD Officer Barlow scolded Rosario, "You must tell him what you want. You cannot remain silent!" Thank you! The negligent HR Director wouldn't do this. She perpetuated the tension. She gave my powerful coworker a pass. Silvia Gentile borrowed from Rose McGowan, "Wee little baby man had a widdle baby tantrum cos he wants his coworker to be professional with him." Although Rosario continues to refuse to explain what went wrong, all I ever asked was an explanation from her. Officer Barlow shared with me, "Unfortunately, she doesn't have to give you the answer you are seeking." A professional would answer me, but the officer is correct. I can't demand my female coworker treat me professionally or ethically. All I can do is tell this story and hope conditions improve for the next generation.
It took two months for Rosario to respond to me (11.22.17 below). She and SolAero Technologies contacted police due to my persistence. Even APD Officer Barlow scolded Rosario, "You must tell him what you want. You cannot remain silent!" Thank you! The negligent HR Director wouldn't do this. She perpetuated the tension. She gave my powerful coworker a pass. Silvia Gentile borrowed from Rose McGowan, "Wee little baby man had a widdle baby tantrum cos he wants his coworker to be professional with him." Although Rosario continues to refuse to explain what went wrong, all I ever asked was an explanation from her. Officer Barlow shared with me, "Unfortunately, she doesn't have to give you the answer you are seeking." A professional would answer me, but the officer is correct. I can't demand my female coworker treat me professionally or ethically. All I can do is tell this story and hope conditions improve for the next generation.
One male coworker at SolAero Technologies, Clinton, would greet me
whenever we passed with a bear hug and "God bless you!" I accepted
his hug and salutation. By my action, I gave him "permission" to
greet me this way in the future. It would be both unfair and unprofessional to
run to HR and file a complaint after Clinton greeted me this way one morning
months later. I had given him permission. It was my responsibility, as well as
obligation, to tell him I wanted to change the rules — if I wanted our
relationship to be different.
Power, or perception of power, changes this dynamic. Clinton and I
were coworkers. We had equal power with each other. This is called symmetrical.
If Party A is a supervisor and Party B is a subordinate employee, rules change.
The relationship is assymmetrical. Subordinates can feel compelled or coerced
to accept the greeting, although they would prefer not to be hugged. Policy
attorney, Heron
Greenesmith, provides an example:
Let's say Kris had a
drink or two at a bar with Taylor. Kris is Taylor's supervisor at work. Kris
invited Taylor home and Taylor agreed. At home, Kris and Taylor made out. Weeks
later, HR requested Kris go through mandatory sexual harassment training
because Taylor realized she felt coerced by the difference in power in the
situation at the bar.
Kris did not think he had used his power to coerce Taylor. But that is not Kris's decision to make. Even without making a conscious decision to use violence, Kris used his power as Taylor's work supervisor to coerce Taylor into sex. Even if the interaction seemed consensual to Kris — Kris asked Taylor home and Taylor said yes — the power differential made it difficult for Taylor to make any choice other than to consent. And consent by coercion is not consensual.
Kris did not think he had used his power to coerce Taylor. But that is not Kris's decision to make. Even without making a conscious decision to use violence, Kris used his power as Taylor's work supervisor to coerce Taylor into sex. Even if the interaction seemed consensual to Kris — Kris asked Taylor home and Taylor said yes — the power differential made it difficult for Taylor to make any choice other than to consent. And consent by coercion is not consensual.
Rosario had power over me. She assisted my hire; served as my
supervisor; was my trainer; and, her title was Senior Datawarehouse Analyst. I
was her junior. Over weeks and months, we set our boundaries. We were not
romantic. We did not wish to date. Outside of frequent "high fives"
when we successfully completed a task, we didn't touch. Both of us wanted
simply to be platonic employees at SolAero Technologies. Rosario and I texted
daily — at work and later when we were home. After work we would replay some of
the day's events or prepare for the upcoming day. Communicating at SolAero
Technologies, we relied on personal phones. If Rosario was running late, she
would text me, for example. We didn't always have a company computer with us.
On about September 29th, Rosario began refusing to respond to me by text. Nada!
Silencio!
On Saturday, October 7th, I sent the following text to her. She had refused to answer any
of my texts since the 29th:
Buenas tardes ... hope
your day is going well. Modesta emailed us a training this week. It talks about
our responsibilities as employees. We granted each other permission to text and
used this consistently. It's a social contract, as they say. And, we've going
100mph. Then, one day, you drop to zero. As they say politically, the silence
is deafening! This effects our work relationship. We must have boundaries
...
I sent a memo to SR management this week, copying Tom & Eric. If you're not interested, that's fine. But per our contract with each other, do you want to participate?
Simply put, if you don't want me to contact you, send STOP. If you want to hear more, OK. If you respect me at all, please tell me what you want. Gracias
Rosario did not respond. Apparently she didn't respect me anymore at all. Not STOP; Not OK. What was I to do? She had power over me. She wanted nothing to do with me. Why?
I sent a memo to SR management this week, copying Tom & Eric. If you're not interested, that's fine. But per our contract with each other, do you want to participate?
Simply put, if you don't want me to contact you, send STOP. If you want to hear more, OK. If you respect me at all, please tell me what you want. Gracias
Rosario did not respond. Apparently she didn't respect me anymore at all. Not STOP; Not OK. What was I to do? She had power over me. She wanted nothing to do with me. Why?
Finally, on Nov 22, 2017, at 9:02 AM, per the directive of the Albuquerque Police
Department, Rosario Gonzalez wrote:
I'm not sure the purpose
of all of this but you know what, I need you to STOP sending me emails.
Not interested on any type of communication with you at all.
Police has been notified.
Not interested on any type of communication with you at all.
Police has been notified.
As Rosario claimed she wasn't sure about the purpose of my emails,
at 9:39 AM, I responded:
Buenas dias,
Thank you for [finally] reaching out to me. As I always told you, I would respect any of your wishes. "You make the rules," we agreed. And, I will respect your wish. This will be my final communication.
You questioned the "purpose of all this." You served as my supervisor, trainer and senior coworker. For some reason, you stopped communicating with me. How can I do the important work SolAero tasked me to do with you so angry and upset with me? I begged you to meet with me to see if we could work this out. Together, we could fix anything, right? Isn't this what you told me? You refused to try. This is not professional behavior.
Trying to resolve this tension, I asked you to meet with Ms. Gentile. I sought a place that maybe you would feel safe. You again refused and became more angry with me. Thus, I met with her alone. I even asked her if I "smelled badly." She laughed ... yet something I was doing was upsetting you. I simply wanted peace with my valued coworker. You refused to even try to heal the fracture. To this day, I have NO IDEA why you became (and remained) so upset with me.
Being isolated from the group, being torn apart from my coworker, I became panicked and defensive. This job was critical to me — and I could feel it slipping away. I couldn't afford to lose this job — just as you can't afford to lose your job. Facing this conundrum, my behavior became erratic — especially with Tom and Ms. Gentile. I warned you during hiring about my high IQ/low EQ "disability." Not making excuses. This is who I am. I gave you a trigger word to help me; you promised to ensure I didn't get overheated. Yet it was you who frustrated me. Feeling backed into a corner, I became argumentative and difficult.
You assisted my hiring. Your behavior led to my termination. I simply wanted to KNOW what I did to offend you so greatly and why you abandoned me. I would have done anything to correct the breach. I offered many times to try. You refused me. Why?
You asked why I sent you the link. #1: I want you to know how your actions affected me; #2: I am willing to edit, modify or correct any misstatements in my draft recollection if you have suggestions. We are a polarized society that is not communicating effectively. It’s hurting the nation; it cost me my job.
You are welcome to forward any comments or corrections to me. I'll consider them. This will be my final communication.
Why did my supervisor/trainer/senior coworker abandon me? Please tell me. Please!!!
Thank you for [finally] reaching out to me. As I always told you, I would respect any of your wishes. "You make the rules," we agreed. And, I will respect your wish. This will be my final communication.
You questioned the "purpose of all this." You served as my supervisor, trainer and senior coworker. For some reason, you stopped communicating with me. How can I do the important work SolAero tasked me to do with you so angry and upset with me? I begged you to meet with me to see if we could work this out. Together, we could fix anything, right? Isn't this what you told me? You refused to try. This is not professional behavior.
Trying to resolve this tension, I asked you to meet with Ms. Gentile. I sought a place that maybe you would feel safe. You again refused and became more angry with me. Thus, I met with her alone. I even asked her if I "smelled badly." She laughed ... yet something I was doing was upsetting you. I simply wanted peace with my valued coworker. You refused to even try to heal the fracture. To this day, I have NO IDEA why you became (and remained) so upset with me.
Being isolated from the group, being torn apart from my coworker, I became panicked and defensive. This job was critical to me — and I could feel it slipping away. I couldn't afford to lose this job — just as you can't afford to lose your job. Facing this conundrum, my behavior became erratic — especially with Tom and Ms. Gentile. I warned you during hiring about my high IQ/low EQ "disability." Not making excuses. This is who I am. I gave you a trigger word to help me; you promised to ensure I didn't get overheated. Yet it was you who frustrated me. Feeling backed into a corner, I became argumentative and difficult.
You assisted my hiring. Your behavior led to my termination. I simply wanted to KNOW what I did to offend you so greatly and why you abandoned me. I would have done anything to correct the breach. I offered many times to try. You refused me. Why?
You asked why I sent you the link. #1: I want you to know how your actions affected me; #2: I am willing to edit, modify or correct any misstatements in my draft recollection if you have suggestions. We are a polarized society that is not communicating effectively. It’s hurting the nation; it cost me my job.
You are welcome to forward any comments or corrections to me. I'll consider them. This will be my final communication.
Why did my supervisor/trainer/senior coworker abandon me? Please tell me. Please!!!
Discrimination and Layoffs Cloud SolAero
Technologies's Rising Star
CBS and PBS cut ties with TV host Charlie Rose today amid
allegations he sexually harassed and groped multiple women. CBS News President
David Rhodes noted despite his important contributions, there "is
absolutely nothing more important, in this or any organization, than ensuring a
safe, professional workplace — a supportive environment where people feel they
can do their best work." SolAero Technologies cares little about providing
a professional, safe environment. The solar cell manufacturer fails to create a
workplace where people feel safe and are treated with dignity and respect.
SolAero Technologies announced massive layoffs October 19, 2017,
although boasting to New Mexico governor, Susana Martinez, and Albuquerque
mayor, Richard Berry, the company planned to hire some 80 new employees. More
layoffs may follow and this dampens enthusiasm within the company. Although
national labor statistics suggest robust hiring, New Mexico remains one of the
worst places to be unemployed. Some 16 employees — one male reportedly worked
for the space solar cell manufacturer for over 18 years; a female served the
company for about ten years — and their families will be unable to participate
in the good times, as they stand in the unemployment line. A veteran female
financial analyst, who had also been with the company for over 18 years, quit
recently citing frustration with management.
Poor leadership is disastrous. For example, General Electric (GE)
has been a pillar of American industry for 125 years. The struggling company's
stock crashed to a six-year low last week after the company admitted it can no
longer afford the dividend that once symbolized its stability. GE's problems
were self-inflicted and the failure occurred on the watch of two legendary
CEOs, Jack Welch and Jeff Immelt. Welch headed GE from 1981 to 2001. Immelt
followed. GE was the worst-performing stock in the Dow during Immelt's 16-year
reign. Yet he was named one of the "world's best CEOs" and sat on CEO
councils under President Trump and President Barack Obama. Leaders failed yet
made millions. For GE's 300,000 employees and millions of shareholders, the
consequences have been painful.
SolAero Technologies CEO, Brad Clevenger, and COO, Jeff Lassiter,
make millions while passing pain to the company's dedicated employees. One male
IT employee believes he was included in the dismissed group because he sought
to improve his workplace conditions. His female coworker and senior partner
refused to sit in the window-less area because she considered the space
"too dark, isolated and extremely cold." The space was adjacent to a
server room and SolAero Technologies kept the area brutally frigid to protect
servers from overheating. Every other member of the IT group demanded not to be
located in the area. SolAero Technologies IT manager, Tom Hensley, and IT
Director, Eric Kuecherer, refused to be stationed in the unpleasant area as
well. Foul odor was also a problem. The area was across from bathrooms.
Employees forced to work in the room complained it reeked of "poop"
smell.
The male professional says it was torture. "I was part of a
small group, like a US military Seal Team where interrelations are critical. My
coworker served as my supervisor and trainer. She knew me better than anyone.
She kept poking at me to 'fix it.' It wasn't up to me though and I had tried
previously. She believed I was missing out on learning opportunities and team
building. Other team members would be training, laughing, 'High-Fiving' each
other or sharing important company or technical information. I was on the
outside looking in. COO Jeff Lassiter stopped by once. He didn't actually come
in room — as the area was uninviting. He called the space, 'The Cave.'"
The employee tried to correct the situation a number of times, but
says management refused his requests. After suffering a slight communication
breakdown, the employee asked for a meeting with his senior coworker. They
agreed to jointly speak with their manager. This didn't happen and caused
tension between the two. The coworker was under great pressure from SolAero
Technologies. Many demands! She was also suffering major personal issues —
going through a nasty divorce with her husband of over 20+ years. She told her
coworker her family had abandoned her; her boys were angry with her and not
speaking to her; that she was suffering horrible pain. She spent the final
weeks of September 2017 crying at her desk. What does one do when their work
partner is falling apart?
The male employee sought help from SolAero Technologies's HR
Director on October 3rd. He had invited his struggling coworker to meet for
coffee outside work. She refused. He invited her to meet at work. Wasn't
interested. He suggested the two meet with HR. This made her angry. Thus, he
met with HR by himself. In that meeting, Silvia Gentile assured him that his
position with company was safe and SolAero Technologies valued his
contributions. Two weeks later, the company pushed him out the door and into
the unemployment line. The employee had "mission critical"
responsibilities, so SolAero Technologies's explanation of a layoff simply
doesn't add up.
Who am I? I'm the guy in highschool who wore a
calculator on his belt; who was president of the Physics Club. I'm a geek ... a
nerd. If you drop your computer off the balcony, I'm your guy. But I'm socially-awkward
and not the best person to take to a cocktail party. I work well with logical
machines and code; but the complexity of human emotion confuses me. I am thus
high IQ and low EQ. I was honest with SolAero Technologies about my
shortcomings. I gave my coworker trainer a trigger word for me. If I became too
excited or animated in a meeting, I instructed her to say, "Timeout."
SolAero Technologies could have used a timeout as well.
SolAero Technologies Retaliates
CEO Brad Clevenger told employees he had an "open door"
policy. Yet Brad refuses to discuss the isolation matter with the employee. COO
Jeff Lassiter instructed employees to watch a TED Talk that described his
management style. In the educational video, a submarine commander describes
how he "listened" and "learned" from subordinate staff.
Jeff refuses to discuss the isolation matter with the employee. Great companies
do not do this. Further, the HR Director instructs management not to discuss
this matter with the employee.
About 5:24pm on November 11, 2017, SolAero Technologies HR Director, Silvia
Gentile, Silvia_Gentile@solaerotech.com, sent the following memo to company CEO
and COO. She doesn't want them to speak with me. She believes silence will
resolve our dispute. As I have pointed out, these senior managers are extremely
confused. Silvia copied me on her comments. I don't believe she wanted to do
this. Too late, the damage was done! She offered a rare glimpse how predatory
people scheme and plot to harm those who stand up to injustice in America:
Brad_Clevenger@solaerotech.com (CEO)
Jeff_Lassiter@solaerotech.com (COO)
Brad_Clevenger@solaerotech.com (CEO)
Jeff_Lassiter@solaerotech.com (COO)
Extremely disturbing.
We cant answer his emails.
Sent from my iPhone
We cant answer his emails.
Sent from my iPhone
Inappropriate behavior is a PATTERN in
America's workplaces and has been out-of-control for decades — both men and
women contribute to this hostile environment. Companies "blackball"
employees who have a reputation for standing up. I'm thankful for ALL the #MeToo heroes
who finally feel safe to speak out. Too many have suffered in the shadows for
too long. One of the strategies used by predatory males/females and companies
is to SHAME and/or BLAME victims to destroy
their reputations. It appears SolAero Technologies plans to do this to me.
Maria Rosario Gonzalez (Velasquez) and
America's Culture of Fear
People at SolAero Technologies adore Maria Rosario Gonzalez
(Velasquez). I admired, honored and respected my coworker as well. Few know her
as I do though. Rosario was scared much of the time. She would
"meltdown" about once a week. I coached and counseled her. She loved
my Tony Robbins philosophies. As a professional athlete, I had
trained with the LA Lakers. They gave me a set of Robbins' motivational tapes.
One day after talking her down from quitting, we shook hands. We agreed to
stand strong together and formed a partnership for FIVE YEARS. We
shook hands and made a promise to each other!
Rosario repeatedly told me what she truly admired about me — that
I was "fearless." I wasn't. Like her, I get scared at times. Yet I
believe we must live courageously. We simply must "hard charge"
through life. We laughed about this and in the face of mountainous work and
confused managers, we charged forward. We bonded: Together, we can
accomplish anything. And, we did. We climbed a difficult mountain
together. She was a SolAero Technologies Rock Star; I was a Rock Star in
training.
When she received conflicting directives from managers, she would
say nothing to them. "You! You do it. You say something," she would
plead with me. After we lost our manager, I and others urged her to apply.
"No! I can't afford to lose my job. You! You apply!" she urged me
instead. When our new manager, Tom, mentioned he wanted to hire a Project
Manager for the Syteline migration, I again recommended Rosario apply. She knew
the challenges. She is an excellent leader. Again, she refused, "No!!! I
do not trust management. I want to stay quiet."
Statistics suggest women are not paid similarly as men for the
same work. This is one reason. Women are afraid to apply for higher positions.
Second, they are afraid to speak up when they are treated abusively. Rosario is
a female, but she is also a Mexican-American woman. She spent her first 18
years of life in Mexico. Their conservative, paternalistic, and
Catholic-dominated culture does not empower women. It teaches them to be quiet
and reserved. Powerful women do not make history in Mexico. Can you name one?
Thus, I championed my coworker. I stood up to unreasonable
managers: "I just threw my computer off the roof, can you fix in in 30
seconds?" My apologies, I would respond. Please submit a ticket. We'll get
it fixed ASAP. I wrote internal memos to CEO Brad and COO Jeff. Brad responded
one time. "We pay Rosario well. She receives $90,000 plus bonus. SolAero
Technologies isn't for everyone." I had simply asked the company to stop
beating her up unfairly and reward her for all the extra work
they demanded from her. In the chaos, she was shouldering more responsibility
than others.
In an IT group meeting with director, Eric Kuecherer, in March
2017, he discussed plans to hire an IT manager for our team. I nominated
Rosario. I told our director, "She has the experience; she knows our
internal operations; she is respected by all." Eric immediately squashed
the idea. He looked glaringly at Rosario and said firmly, "She does not
want the position." End.Of.Story! He didn't encourage her. In typical
White Male fashion, he dismissed this qualified minority woman and hired
another White Male. This is the workplace for women in America.
Women In
America Must Be Sorry For Their Actions
After my meeting with SolAero Technologies HR Director, Silvia
Gentile, on October 3rd, she surprisingly attended my next weekly review with
my manager, Tom Hensley. Tom criticized and scolded me in the meeting — because
I had assisted Rosario. As she is my work partner, this shocked me. "Why
are you upset with me?" I asked. Tom said I shouldn't have helped her
enter 640 transactions into our production database. Tom added, "Rosario
broke it; it's her job to fix it." This was a new directive. Previously,
if one of our team "broke" something (made a mistake), we rallied
around the team member, gave him or her a hand, and fixed the issue as quickly
possible. We would never leave a teammate behind. Tom punished
rather than praised. This was his management style. This is how SolAero
Technologies treats staff. Rather than pat us on the back for solving a
difficult problem, he demanded we get down on our knees and apologize. Some refer
to this as "toxic masculinity." The HR Director supported his style
fully, "Apologize, maggots!"
Tom was disingenuous. Although both Rosario and I had been
assigned to work on this Help Desk ticket, neither of us "broke" it.
It was Scott Krieder's financial team that had corrupted the database. They had
assigned 10,000s of solar cells to Job A. They later changed their minds and
assigned the solar cells to Job B — without properly closing Job A. Cells were
assigned to two jobs and this confuses the system. Krieder's group had done
this numerous times. The IT team had discussed this error with them; we had
provided training; yet they continued to forget. Their mistake caused the
shipping process to come to a halt. This last SNAFU occurred in late September.
The company was approaching their quarter financial reporting deadline; it was
also the end of Fiscal Year 2017. The company demanded we correct the financial
team's error immediately.
I received the ticket initially. I corrected what I could, but needed
to escalate the matter to Rosario to complete the fix. We had a problem with
about 8,000 solar cells. Together, we corrected about 7,460 electronically, but
the remaining information would have to be entered manually — by hand. Tom said
we should have come to him. "Why?" I asked. Because it was a big
deal, he responded. We work with 6 million to 60 millions records. To us, 640
was not a big deal. SolAero Technologies also had a system in place to identify
"big deal" items. This is called a Critical Ticket. In such cases, we
notify the manager and all of us focus on the issue. This ticket wasn't
designated critical. Yet the manager was angry with us.
Tom added he would have preferred to have a "Data Entry"
team enter the transactions. I looked directly at the HR Director after this.
"What data entry team?" I asked. We had no data entry team at SolAero
Technologies. Tom recently came from Presbyterian Healthcare. They have data
entry staff there. Apparently, he was confused. In our group, WE are the data
entry team! Silvia Gentile said nothing about his confusion. She simply asked,
"What did Rosario say?" Tom answered, "She said she was
sorry!" Silvia smiled. She was pleased.
We worked overtime, per our assigned instructions, and both Tom
and the female HR directed demanded Rosario say, "I am sorry!"
This is how WOMEN are treated in America. She didn't make the
mistake; we didn't have anyone else to help us. She simply did the best she
could to resolve a problem created by another group. We took responsibility for
the work; we demonstrated initiative to correct the error; and although it was
a tedious, tough job, we "Seized the Opportunity Positively" — as the
company Rock Star culture demanded. She took about 300; I took about 300.
Neither of us made an error. We finished in a couple hours and got the shipment
out that day in timely fashion.
Crisis averted. Company saved. Financial position improved. SolAero Technologies management demanded
an apology from this woman. This is "toxic masculinity." Neither
applauded our efforts. We had followed our training and protocols. Yet both
managers abused my senior coworker so harshly she felt coerced to apologize for
her professional, accurate and prompt efforts. I didn't apologize. I had
nothing for which to apologize. I promised I would never make this mistake
again — I lost my job! Times are changing though. Women and workers are Saying
No! to unethical and inappropriate behavior. Leeann Tweeden, many
others, are standing up today. Leeann's action, as well as action by many other
women, is encouraging others.
Leeann Tweeden claimed
US Senator Al Franken touched her inappropriately. "I wanted to speak out
11 years ago, but people said, 'You will get annihilated and never have a
career again.' And I was afraid of that. But I'm not afraid of that
anymore."
"This is happening in Middle America... to women who have no power and say to speak up. I think the tide is turning. But what about all the women who don't have microphones and a voice? What was I gonna do, be the troublemaker? I just sucked it up."
Lindsay Menz, 33, now claims Senator Al Franken "inappropriately touched her in 2010” while posing for a photograph at the Minnesota State Fair. She speaks up today, "If someone sees that I said something, maybe it would give them the courage to say something too."
"This is happening in Middle America... to women who have no power and say to speak up. I think the tide is turning. But what about all the women who don't have microphones and a voice? What was I gonna do, be the troublemaker? I just sucked it up."
Lindsay Menz, 33, now claims Senator Al Franken "inappropriately touched her in 2010” while posing for a photograph at the Minnesota State Fair. She speaks up today, "If someone sees that I said something, maybe it would give them the courage to say something too."
This action did not protect Maria Rosario Gonzalez (Velasquez)
when management abused her or treated me unfairly. She did not have a
microphone; she knew she did not have a voice. Women in Middle America remain
scared. Employers intimidate unprofessionally and Rosario was afraid. She dared
not stand up for herself; she dared not stand up for her junior coworker. She
had to put her job and her family's security before doing the "right
thing" — their action forced her to pull away from me. SolAero
Technologies fails to create a workplace where people feel safe and are treated
with dignity and respect.
Brief History About SolAero Technologies
Although SolAero Technologies suffered
a "shooter in the workplace" years ago, I considered myself fortunate
to be selected to join their IT department of about ten members in a company
with close to 250 employees. SolAero Technologies provided specialized,
emergency training in case a violent event occurred again. My work performance
was excellent, and when hired, their job posting and staff ensured my position
would be protected: "Job Security: Inspired to perform well by the
knowledge that your job is safe." The emergency training was kind of
intimidating, especially knowing SolAero Technologies has 4-5 nuclear reactors
and many toxic chemicals on properly. I had been a nuclear engineering major in
college so this seemed like a good fit. In addition, SolAero Technologies
maintans large stores of precious metals on property, like gold and silver,
that are used in the space solar panel manufacturing process. Temperatures in
outerspace can change from something like -300 degrees below zero to 300 degree
above zero in an instant. Metals and other materials expand and contract
greatly under these conditions.
Photo Taken on about September 13, 2017
Job security was an important promise by the company, as SolAero
Technologies has a bad reputation of cycling through employees. This causes
much waste and confusion. Speaking with HR representative, Silvia Gentile, on
October 3rd, she confirmed I was an employee in good standing and assured me
the company valued my work. "You're not going anywhere," Silvia told
me. "It costs us so much to hire, train, as well as fire, any employee.
SolAero has no intention of letting you go." Yet on October 19, 2017, the
company laid me off, reportedly along with about 15 other employees — one who had
been with the company some 18 years. Our general manager had this to say about
my assigned partner and I when he left SolAero Technologies in March:
You were a breath of
fresh air and appreciated your passion from the first conversation. You and
Rosario will continue to do amazing things there. Just stay calm, cool and
collected and drive straight through every issue! Let me know if there is ever
anything I can do to help you.
A supervisor fowarded these comments:
Chelsea... Jeremy...
Gilbert and Maggie were sad when they found out about you.
Another manager with whom I worked closely had this to say:
I am sorry that
happened. I am shocked as I thought the project was going well as far as I
could tell. I will definitely keep you in mind for future openings. Thanks for
your help with everything. I wish you the best.
Another manager:
It is always a pleasure
working with you! Thank you for all the encouraging and kind words, we are
touched and inspired.
On November 9th, I forwarded a TED Talk, How To Be a
Great Leader, to SolAero Technologies CEO, Brad Clevenger; COO, Jeff
Lassiter; and HR Director, Silvia Gentile. Motivational Speaker, Simon Sinek,
told the audience about an enlightened CEO at NYC tech company, Next Jump.
Charlie Kim posed a question to his team: "If times were tough, would you
consider laying off one of your children?" Of course, we would never do
this! "Why then," CEO Kim asks, "do we consider laying off
people inside our organization?"
CEO Kim instituted a policy of lifetime employment. If an employee
gets a job at Next Jump, they cannot get fired for performance issues. If the
employee struggles, they will coach him/her and Next Jump will give the person
support. The company coaches the employee — just like parents would coach one
of their children who comes home with a C from school. Mr. Sinek argues this is
the "complete opposite" from the way companies traditionally behave
in America. He adds this is the "reason so many poeple have such a viceral
hatred and anger at some of the banking CEOs" due to their
disproportionate salaries and bonus structures. "It's not the
numbers," Simon claims, "it's that they have violated the very
definition of leadership; they have violated this deep-seeded social contract.
We know they allowed their people to be sacrificed so they could protect their
own interests, or worse, they sacrificed their people to
protect their own interest."
SolAero Technologiesnologies claims to be a leading provider of
satellite solar power solutions and precision aerospace structures to the
global space markets, encompassing a wide array of applications including civil
space exploration, science and earth observation, defense intelligence and
communication, and commercial telecommunications industries. The business was
founded in 1998 and is headquartered in Albuquerque, New Mexico, USA. During my
tenure, New Mexico's governor, Albuquerque's mayor, and other dignitaries
visited the campus. Employment in New Mexico lags the rest of the nation and
SolAero Technologies frequently boasts they are hiring — and hiring for coveted
"good paying" manufacturing jobs.
Speaking with Kevin Robinson-Avila, Tech Bytes, who writes for
the Albuquerque Journal, Business Outlook (8.14.17), CEO
Clevenger reported SolAero Technologies invested some $10 million in their
Building Two facility at the Sandia Science and Technology Park. SolAero
Technologies's investment will add around 80 more employees, although about 15
people had been hired at the time of publication. SolAero proactively promises
to hire the remainder early in 2018.
Discrimination at SolAero Technologies
James Damore, a tech employee working for Google, lost his job
earlier this year after publishing an internal memo criticizing the company's
diversity efforts. Google and many tech firms have come under fire for their
employment practices. Damore believes "White Males" are currently
suffering reverse discrimination in the workplace. He claims companies like
Google have special programs to help advance women and People of Color — but
believes White Males are being shortchanged.
SolAero Technologies discriminated against me. Consider this,
there were ten employees in our group. Nine were White, one Black. The company
wanted us to sit in the same location and put the nine White employees in the
large room. They isolated the sole Black employee in the back. Is that fair or
legal? What if our group consisted of nine men and one woman. The company put
the nine men together and isolated the woman in the back. Would this be fair or
legal? Well, I'm a White male. The company forced me to sit alone, isolated
from the rest of our small team, in a cold and window-less area. Is this
situation fair or legal? Nobody else on the team, including our manager, Tom
Hensley, wanted to be isolated in the area. My team partner, Rosario Gonzalez,
was so fearful of being isolated in the back that she began lying to me. She's
an ethical person overall. Fear of being separated caused her to behave
unprofesionally. What does that tell you? In addition, SolAero Technologies
organized our IT department into four groups: SysAdmin, .Net Developers,
Datawarehouse Analysts and Help Desk. They assigned personnel as follows:
SysAdmin: Louai Alnashef and Neil Davis
.Net Developers: Nathan Holt and Don Shields
Datawarehouse Analysts: Rosario Gonzalez and Me
Help Desk: Cisco Trujillo, Jordan Peretti and Pam Ure
SysAdmin: Louai Alnashef and Neil Davis
.Net Developers: Nathan Holt and Don Shields
Datawarehouse Analysts: Rosario Gonzalez and Me
Help Desk: Cisco Trujillo, Jordan Peretti and Pam Ure
SolAero Technologies didn't plan well for the IT team's location.
When I arrived in 2016, the group was scattered throughout Building One. I was
initially stationed with the Help Desk team. The company moved us in December
to accommodate a weld training project. They needed the area for NASA trainers,
but didn't have space for us. We ended up in temporary assignments.
Cisco and Jordan ended up in the cold, isolated area where I would
later be assigned. They hated it. And, it was terrible. I submitted the two for
SolAero Technologies "Rock Star" nominations due to their positive
and professional response to the difficult situation. SolAero Technologies
officially recognized both of them due to my letter. I copied our IT Director,
Eric Kuecherer, in California. He seemed unaware of the difficulties.
Chaos in IT Due to Senior Management Confusion
Happy New Year's Eve
Maggie and Meghan,
I want to thank both of you for all the work you have done to improve culture, morale and staff relations here at Solaero. I'm now fortunate to have been with this exceptional group of talented people for about six weeks. I'm extremely proud to be part of the team and grateful for the opportunity to work and learn with such respected professionals. I know 2017 is going to be amazing for all of us!!!
On Watt's Up, you offered staff the opportunity to improve our Corporate Culture. As Solaero is highly successful, there aren't many negative issues, yet we know there's always room to motivate ourselves to higher levels of performance. I would like to submit a couple employees for recognition: Cisco Trujillo and Jordan Peretti. I observed them performing above and beyond their general job duties to ensure other Solaero groups could be more productive and happy. As you remember, Cisco, Jordan and the Help Desk crew were located in the area NASA now uses for the weld training. About December 12th, those of us in the area received a request to vacate by December 23rd. This was a major task due to all the technical equipment IT helpdesk maintains. Yet Cisco didn’t procrastinate. He organized his team to move immediately. Working with other volunteers from the company, we were able to fully vacate about ten days early. This gave the remodeling crew more time to prepare for NASA. Although the new IT location was not ready, there was no complaining or foot dragging. This group simply met the challenge with positive energy. I've included a picture showing conditions post move. It was simply overwhelming. And, since that time, Cisco and Jordan have worked tirelessly to professionally store and organize the massive amount of equipment, while continuing to provide high level support to the rest of us.
As a new member of the Solaero team, this is the spirit that makes this company great. When facing obstacles and challenges, this team simply exceeded all expectations — and did so in a positive, cheerful manner. Such behavior is infectious. Positive action leads to positive reactions and positive reactions lead to greater positive action. As we end a tumultuous 2016 and open a new year, I hope we can recognize these examples of positive performance and encourage all of us at Solaero to continue striving to "be the best we can be."
Thank you, Maggie and Meghan, for your leadership; thanks to Cisco and Jordan for implementing Solaero's winning values!
I want to thank both of you for all the work you have done to improve culture, morale and staff relations here at Solaero. I'm now fortunate to have been with this exceptional group of talented people for about six weeks. I'm extremely proud to be part of the team and grateful for the opportunity to work and learn with such respected professionals. I know 2017 is going to be amazing for all of us!!!
On Watt's Up, you offered staff the opportunity to improve our Corporate Culture. As Solaero is highly successful, there aren't many negative issues, yet we know there's always room to motivate ourselves to higher levels of performance. I would like to submit a couple employees for recognition: Cisco Trujillo and Jordan Peretti. I observed them performing above and beyond their general job duties to ensure other Solaero groups could be more productive and happy. As you remember, Cisco, Jordan and the Help Desk crew were located in the area NASA now uses for the weld training. About December 12th, those of us in the area received a request to vacate by December 23rd. This was a major task due to all the technical equipment IT helpdesk maintains. Yet Cisco didn’t procrastinate. He organized his team to move immediately. Working with other volunteers from the company, we were able to fully vacate about ten days early. This gave the remodeling crew more time to prepare for NASA. Although the new IT location was not ready, there was no complaining or foot dragging. This group simply met the challenge with positive energy. I've included a picture showing conditions post move. It was simply overwhelming. And, since that time, Cisco and Jordan have worked tirelessly to professionally store and organize the massive amount of equipment, while continuing to provide high level support to the rest of us.
As a new member of the Solaero team, this is the spirit that makes this company great. When facing obstacles and challenges, this team simply exceeded all expectations — and did so in a positive, cheerful manner. Such behavior is infectious. Positive action leads to positive reactions and positive reactions lead to greater positive action. As we end a tumultuous 2016 and open a new year, I hope we can recognize these examples of positive performance and encourage all of us at Solaero to continue striving to "be the best we can be."
Thank you, Maggie and Meghan, for your leadership; thanks to Cisco and Jordan for implementing Solaero's winning values!
Due to Cisco's and Jordan's frustration, the company moved them to
a new location and put Don Shields, Nathan Holt and me in the uncomfortable
area. I had asked my IT Director not to move me. He denied my request. Don and
Nathan were furious. The area was crowded, cold, dark and isolated. I sent a
picture of the arrangement to IT Director, Eric Kuecherer, CEO Brad Clevenger,
and COO Jeff Lassiter. By the end of the day, they moved Nathan to an office.
They required Don to remain in the area with me. Don was extremely upset. They
promised to move him as soon as possible. They made no promises to me.
By late June, some six months after my first move, SolAero
Technologies finally began work to construct the next seating arrangement.
Management was tremendously disorganized and the team suffered in the temporary
and unsuitable location. Our new manager put the SysAdmin team (Louai Alnashef
and Neil Davis) together; put the .Net Developer team (Nathan Holt and Don
Shields) together; and placed the HelpDesk team (Cisco Trujillo, Jordan Peretti
and Pam Ure) together. Rosario had been in an office and I had been in the
unwanted area. We constituted the Datawarehouse team, but Tom didn't put us
together.
Rosario wanted to remain in her office — initially I had been
concerned about high traffic in the small space due to the number of visitors
we both received. This angered Rosario. She didn't want to leave the office and
my comments led our manager, Tom Hensley, to kick her out. As a result of her
frustration, I officially asked Manager Tom to keep us there. He denied my
request. He assigned Rosario to a bank of cubicles and kept me in the
undesirable location. I made a second request and asked him to put both Rosario
and I in the isolated area. He denied this request saying Rosario didn't like
the dark and cold.
Rosario immediately rebelled. She moved from the IT area into a
vacant cubicle in Building Two. I wanted to join her but there were no more
spots. She remained there for about two weeks until Manager Tom ordered her to
return to the IT area in Building One. He demanded she sit in bank of cubicles
in a high traffic area. It was noisy and disruptive. She wasn't happy. She was
angry and directed much of her frustration toward me.
The other three groups in our IT department sat next to each
other. This allowed them to share information and continue their training. This
made operational sense. SolAero Technologies, on the other hand, separated
Rosario and me. For all the same reasons, it made our work more difficult and
strained our relationship. After trying the arrangement for a couple months, I
asked Manager Tom about reassigning us. I suggested relocating Rosario to the
isolated area with me. He refused.
Finally, I forcefully asked him why. "She doesn't like the
cold, dark, window-less environment back there," he said. I responded,
"But it's okay for me, a male, to suffer those conditions." I
reminded him I asked not to be assigned there. I reminded him nobody wanted to
be assigned there. Manager Tom didn't want to be there. He could have accepted
the burden. IT Director Eric could have used the area when he visited once a
month. Yet Eric disliked the area so much he used a vacant desk in another
building.
Managers didn't want to be stationed there. The Syrian Muslim
didn't want to be back there; SolAero Technologies granted his request. The
African American didn't want isolated there; SolAero Technologies granted his
request. Hispanic members didn't want to be isolated there; SolAero
Technologies granted their requests. Female staff didn't want to be isolated
there; SolAero Technologies granted their request. Anyone with senority didn't
want to be isolated there; SolAero Technologies granted their request.
Besides being isolated, it was freezing back there. HR Director,
Silvia Gentile, scolded SolAero Technologies employees in spring 2017 for being
improperly dressed. She reminded us the SolAero Technologies dress code calls
for "Business Casual." Silvia has a nice and spacious office in
Building Two. She wears attractive dresses, cute shoes and fun fashions. I wish
she would try sitting with me. She would be chilled to the bone in her
"business casual" attire. I had to wear sweats and a heavy jacket
while at work. I kept my business clothes hanging next to my cubicle. I would
change for meetings or important sessions. It was simply too cold to dress more
formally in that climate.
Efforts to Champion Coworkers
I'm not perfect. None of us are, but I am committed to developing
strong teams where I work. Recognizing excellence in others is my preferred
behavior. I nominated a number of coworkers in my first year. Coincidentally,
after meeting with HR Director, Silvia Gentile, in the morning of October 3rd,
I took time during lunch to recommend a coworker, Jill Courtney. She had done
an excellent job helping us correct errors made by Scott Krieder's financial
team. This is how teamwork works. Humans make errors. We pull together to fix
the issue. We do this with a smile and professional action. Our Communication
Director, Maggie Smith, responded to my requests on October 9th. I had
submitted an IT coworker, Pamela Ure, for a Rock Star award as well. Pam
brought some delicious sausage links to a team building, "burrito
breakfast" (pictured below). She kicked off the Halloween spirit by coming
in early to decorate our office area. Both Jill and Pam would be recognized!
How cool is that? Sadly, unbeknownst to me, while I was lifting up my
coworkers, SolAero Technologies was processing paperwork to terminate me.
New IT Group 'Little Sister' Pamela Ure
From: Maggie Smith
Sent: Monday, October 9, 2017 12:53 PM
Subject: RE: Rock Star nomination
We will be recognizing Jill this week as a Rock Star and then Pam in a few weeks. Thanks for the nomination!
Maggie Smith
Marketing Communications Manager
505-559-2685 Office
www.solaerotech.com
Sent: Monday, October 9, 2017 12:53 PM
Subject: RE: Rock Star nomination
We will be recognizing Jill this week as a Rock Star and then Pam in a few weeks. Thanks for the nomination!
Maggie Smith
Marketing Communications Manager
505-559-2685 Office
www.solaerotech.com
Sent: Tuesday, October 03, 2017 12:32 PM
To: Maggie Smith
Cc: Brad Clevenger; Jeff Lassiter
Subject: Rock Star nomination
Good afternoon Maggie,
I would like to nominate Jill Courtney for Rock Star recognition. As we all know, she is fun, positive and pleasant in her work, which builds team spirit. Like most of us, she geeks out on the science. She's warm and encouraging to others and creates constructive relationships. When challenged, no complaints from her. She seizes opportunities positively. Most importantly, as we approached the recent quarterly and fiscal year deadline, she had the energy and enthusiasm to ensure We Got It Done! We did. We shipped tens of thousands of products – without a snag and on time – due primarily to Jill's leadership and effort.
Her work these past couple weeks has truly been amazing. Rosario initially assigned me to manage a project with the Shipping team months ago. As a company, we go through many steps from start to finish to get products out the door. Shipping isn't sexy or seemingly important. It's a minor step in the process, but if this step breaks down, SolAero misses a deadline and all the work is lost.
Focusing on this step, we discovered a pattern of activity that leads the process to collapse. I was able to meet with principals and we created a plan. Rather than wait for a problem to arise, Jill helped us get ahead of operations. She uncovered discrepancies in the tracking system that allowed us to correct the mismatch before the shipping process caught up. And, when we needed to fulfill shipping orders late last week to meet the quarterly deadline, the system responded without error.
Jill's work was critical to SolAero's success. She's a total Rock Star!
To: Maggie Smith
Cc: Brad Clevenger; Jeff Lassiter
Subject: Rock Star nomination
Good afternoon Maggie,
I would like to nominate Jill Courtney for Rock Star recognition. As we all know, she is fun, positive and pleasant in her work, which builds team spirit. Like most of us, she geeks out on the science. She's warm and encouraging to others and creates constructive relationships. When challenged, no complaints from her. She seizes opportunities positively. Most importantly, as we approached the recent quarterly and fiscal year deadline, she had the energy and enthusiasm to ensure We Got It Done! We did. We shipped tens of thousands of products – without a snag and on time – due primarily to Jill's leadership and effort.
Her work these past couple weeks has truly been amazing. Rosario initially assigned me to manage a project with the Shipping team months ago. As a company, we go through many steps from start to finish to get products out the door. Shipping isn't sexy or seemingly important. It's a minor step in the process, but if this step breaks down, SolAero misses a deadline and all the work is lost.
Focusing on this step, we discovered a pattern of activity that leads the process to collapse. I was able to meet with principals and we created a plan. Rather than wait for a problem to arise, Jill helped us get ahead of operations. She uncovered discrepancies in the tracking system that allowed us to correct the mismatch before the shipping process caught up. And, when we needed to fulfill shipping orders late last week to meet the quarterly deadline, the system responded without error.
Jill's work was critical to SolAero's success. She's a total Rock Star!
SolAero Technologies assigned me to lead the DataLyzer project for
the IT group. Prior to my arrival, this effort had become a battleground across
the company. IT management felt they were too understaffed to support the
engineers. On their own, the engineering team built an inefficient system and
was tremendously frustrated. Working together professionally, we did it! The
system we created was a model of excellence. The personal bonds we developed
represent the best of human existence. CEO Brad complimented me for my
submission. He teased me for creatively modifying a controversial Rock Star
principle, "Gets Shit Done." Although this was one of the stated
SolAero Technologies goals, many in the company felt the use of
"shit" reflected poorly on our character. I modified this to,
"GOT IT DONE !!!"
From: Brad Clevenger
Sent: Wednesday, June 21, 2017 8:29 AM
Subject: RE: Rock Stars Nominations
Thanks, XXXXX. Nice note. Great use of the core values (while keeping it clean ;)
My calendar has filled up today and tomorrow, but let's shoot for Friday to catch up if you still want to chat.
From: Brad Clevenger
Sent: Wednesday, June 21, 2017 8:29 AM
Subject: RE: Rock Stars Nominations
Thanks, XXXXX. Nice note. Great use of the core values (while keeping it clean ;)
My calendar has filled up today and tomorrow, but let's shoot for Friday to catch up if you still want to chat.
To: Chelsea Mackos; David L Torres; Samantha Cruz; Jeremy Moore; Kenneth Cordova; Robert Nolan; Paul Roland; Paul Trujillo; Steven Howard; Jacob Gutierrez-Kolar; Roger Esra; Tyler Braaten; Randall Arnold; Ashok Sedhain; Gilbert Ramirez; Nathaniel Miller; Claudia Struempel; Steven Whipple; Christopher Kerestes; Jeff Steinfeldt; Karen De Zetter; Lars Tomasson; Larry Cisneros; Benjamin Johnson; Consuelo Wells; Erik Watson; Louai Alnashef; Neil Davis; Francisco Trujillo; Jordan Peretti; Pamela Ure
Cc: Maggie Smith; Meghan Smith
Bcc: Brad Clevenger; Jeff Lassiter
Subject: Rock Stars Nominations
Good morning Maggie and Meghan,
I would like to nominate the SolAero TEAM listed above (see the TO email line) for their Rock Star efforts as we migrated the DataLyzer application to a permanent, production-level home — on our new server, NMABQSPC01. Chelsea and I finalized our review late yesterday afternoon. Mission Successfully Accomplished !!!
DataLyzer is the hub of the company's SPC, Statistical Process Control, program that guides our engineering and quality control teams to ensure SolAero products and processes are efficient and reliable. A motivated engineer initiated this fledgling program years ago by hosting the application on a server under his desk. His trial demonstrated the efficacy of the SPC program and DataLyzer now serves as a core analysis tool for our manufacturing process.
This collaboration was led by engineers, Jeremy Moore and Samantha Cruz; guided by managers, Chelsea Mackos and Bob Nolan; and supported by dozens of operators and engineering staff. We acknowledge also Louai Alnashef and Neil Davis, IT system administrators, who designed the server environment; Cisco Trujillo, Jordan Peretti, and Pamela Ure, IT Help Desk, who updated fab computers.
This team Seized the Opportunity Positively ... Built Team Spirit ... Created Constructive Relationships ... Geeked Out on the Science ... and, bottom line, GOT IT DONE !!!
Thanks to all for the professional efforts.
Efforts to Champion SolAero Technologies
Programs
As most of us are aware, obesity is an epidemic in America. The
United States has the greatest number of obese adults, with 79.4 million (35%
of the population), followed by China with 57.3 million. "We need to
control the consequences of obesity much better globally ... and help people
who are obese to lose weight," urged Goodarz Danaei, assistant professor
for global health at the Harvard T.H. Chan School of Public Health. SolAero
Technologies was trying. They created a "Biggest Loser" program at
the company. And, they put their money behind their efforts. They partnered
with the Health, Exercise & Sports Sciences at the University of New Mexico
to offer SolAero Technologies employees free body composition
tests. This is superior to stepping on a scale, as a scale can't determine if
the person has added (or lost) more muscle weight than fat weight.
Using body composition testing, the individual can accurately
track their progress. SolAero Technologies paid any employee who participated
in the program $100 for each One Percent of body fat reduction. Some people
took home $1,000s of dollars. At the end of the most recent six-month session,
COO Jeff Lassiter announced SolAero Technologies paid over $15,000 directly to
employees — at a cost of more than $30,000 to the company, as they paid taxes
for employees. This was SolAero Technologies at their best — when they truly
cared about their employees.
I have a background in health research. One of the troublesome
concerns in America is the amount of time employees spend sitting at their
desks. Studies, such as one published online in Annals of Internal
Medicine, concluded adults who sit for one to two hours at a time without
moving have a higher mortality rate than adults who accrue the same amount of
sedentary time in shorter bouts. At SolAero Technologies, engineers and IT
professionals frequently need to sit for extended periods. "So if you have
a job or lifestyle where you have to sit for prolonged periods of time, we
suggest taking a movement break every half hour. This one behavior change could
reduce your risk of death, although we don't yet know precisely how much
activity is optimal," said Keith Diaz, PhD, associate research scientist
in the Department of Medicine at Columbia University Medical Center (CUMC) and
lead investigator of the study.
I had different results. Participating in the program, I did my
best to move ever thirty minutes or so, but ultimately, I spent 8-10 hours per
day at my desk. I exercised 6-7 days per week for about ninety minutes. This
included cardio as well as weight training. Further, I maintained a disciplined
diet of limited lean proteins, whole grain breads, and ample quantities of fresh
fruits and vegetables. To the constant objection of my worker, Maria Rosario
Gonzalez (Velasquez), I refused to eat sugars at work. She is highly
addicted to chocolate and encourages coworkers playfully to treat her
to sweet treats whenever they wish.
My efforts were not working. As a professional athlete, UNM tested
me a number of times and I averaged about 6 percent body fat. Years later as a
professional software developer, my first body composition test pegged me at 18
percent body fat. This is a healthy profile, but I wanted to lean down a bit —
and hoped to win some money. Nothing worked. Subsequent tests showed me edging
upward, not down. I was slowly losing muscle and gaining fat. Then, I went on
vacation. I ate more and consumed more fatty, greasy food, yet I was active all
day. I'm a good surfer and spent at least two hours per day battling and
playing in big surf. This exhausted me. In just two weeks I reversed the
negative damage I had done to my body in a sedentary work environment for over
five months. Vacation got me in shape!
This is something ALL Americans want — and need — to hear.
"Give us more vacation!" And, as a nation, we take too little
vacation. SolAero Technologies rewarded me with over $300 for my success. When
SolAero Technologies fired me, they destroyed the scientific Case Study I was
developing for the company in collaboration with the university. Just another
loss to America due to the confusion and chaos at SolAero Technologies!
From: Christine Mermier,
University of New Mexico
Sent: Tuesday, June 27, 2017 9:54 AM
To: SolAero Technologies Employee
Cc: Kelli King
Subject: Your underwater weighing results
Hi XXXXXX — Kelli King forwarded me your email about your concerns regarding your latest results of the body fat testing you had done here. I am her supervisor, so she thought it best for me to respond. It appears that the first test results were incorrect as there was a data entry error. I have attached your results with all three tests included. I really apologize for this error. I double checked all of the other original data sheets and the rest of your data was entered correctly.
As for your ideas about the body composition changes since your testing when you were younger, besides the factors you mentioned, perhaps you are not eating adequate amounts of food, which can cause your metabolism to slow. There is not a way of knowing for sure without talking with a dietician, and/or doing another test here which measures your resting metabolic rate. Your other theory about decreasing testosterone is also a possibility, as unfortunately, as we age the levels of sex hormones and others, such as growth hormone, do decrease making it harder to maintain muscle mass and decrease body fat.
I hope this addresses your doubts, if not, please don't hesitate to contact me.
Kind regards,
Dr. Christine Mermier
Christine Mermier, Ph.D.
Lab Director & Associate Professor
Exercise Physiology Lab
Health, Exercise & Sports Sciences
Johnson Center B143 MSC04 2610
University of New Mexico
Albuquerque, NM 87131-0001
Sent: Tuesday, June 27, 2017 9:54 AM
To: SolAero Technologies Employee
Cc: Kelli King
Subject: Your underwater weighing results
Hi XXXXXX — Kelli King forwarded me your email about your concerns regarding your latest results of the body fat testing you had done here. I am her supervisor, so she thought it best for me to respond. It appears that the first test results were incorrect as there was a data entry error. I have attached your results with all three tests included. I really apologize for this error. I double checked all of the other original data sheets and the rest of your data was entered correctly.
As for your ideas about the body composition changes since your testing when you were younger, besides the factors you mentioned, perhaps you are not eating adequate amounts of food, which can cause your metabolism to slow. There is not a way of knowing for sure without talking with a dietician, and/or doing another test here which measures your resting metabolic rate. Your other theory about decreasing testosterone is also a possibility, as unfortunately, as we age the levels of sex hormones and others, such as growth hormone, do decrease making it harder to maintain muscle mass and decrease body fat.
I hope this addresses your doubts, if not, please don't hesitate to contact me.
Kind regards,
Dr. Christine Mermier
Christine Mermier, Ph.D.
Lab Director & Associate Professor
Exercise Physiology Lab
Health, Exercise & Sports Sciences
Johnson Center B143 MSC04 2610
University of New Mexico
Albuquerque, NM 87131-0001
SolAero Technologies Frustrates Staff
SolAero Technologies Management Style
Regarding Seating Arrangement
My senior coworker, Maria Rosario Gonzalez (Velasquez), and I had
a phenomenal relationship to this point. When Manager Tom announced he was
forcing her to leave her office, she blamed me. More accurately, she was
furious with me. It brought me to tears when I told the HR Director about her
frustration with me over the office incident. Had Manager Tom simply allowed
her to remain, I believe I would still be working with the company. This
fractured our relationship. As a Mexican American female in the male-dominated
world of IT, she was not comfortable speaking up for herself. She maintained a
passive aggressive posture — she was mad at me and the situation but would not
express her frustration to management. Rosario is smart. Speaking up costs
employees their jobs!
Researchers have found little to suggest that extreme isolation is
good for the psyche. In one notorious study from the 1950s, University of
Wisconsin psychologist Harry Harlow placed rhesus monkeys inside a
custom-designed solitary chamber nicknamed "the pit of despair."
Shaped like an inverted pyramid, the chamber had slippery sides that made
climbing out all but impossible. After a day or two, Harlow wrote, "most
subjects typically assume a hunched position in a corner of the bottom of the
apparatus. One might presume at this point that they find their situation to be
hopeless." Harlow also found that monkeys kept in isolation wound up
"profoundly disturbed, given to staring blankly and rocking in place for
long periods, circling their cages repetitively, and mutilating
themselves." Most readjusted eventually, but not those that had been caged
the longest. "Twelve months of isolation almost obliterated the animals
socially," Harlow found.
Stuart Grassian, a
board-certified psychiatrist and a former faculty member at Harvard Medical
School, has interviewed hundreds of prisoners in solitary confinement. In one
study, he found that roughly a third of solitary inmates were "actively
psychotic and/or acutely suicidal." Grassian has since concluded that
solitary can cause a specific psychiatric syndrome, characterized by
hallucinations; panic attacks; overt paranoia; diminished impulse control;
hypersensitivity to external stimuli; and difficulties with thinking,
concentration and memory. Some inmates lose the ability to maintain a state of
alertness, while others develop crippling obsessions.
Reviews
Posted on Glassdoor.com
November 20, 2017: Current, full-time employee writes, SolAero
Technologies, "Not the Best"
Cons
Management has poor emotional intelligence. Many of them got their positions due to a small clique of people who are friends, without outside competition. Don't expect to get anywhere other then the job you get when you go there. They had a recent RIF due to lost business, and that's not going to get better. They keep taking work to keep the lights on and haven't figured out how to reduce cost. They rearranged the company about a year ago and gave up on their R&D focus which in their business spells certain doom in the future. If you need a job now, then take it and look elsewhere depending on your goals. Document your interactions with management, and don't trust them. If you remember nothing else, remember this: it is a place where people have worked, but not a place where people retire from, and this fact speaks volumes about the management.
Advice to Management
Deal with problems head on instead of being evasive and conflict averse. Do an honest job of hiring outside of your little clique. Stop giving yourselves more titles and money while you RIF and fire others to cover up some of your own incompetence.
Management has poor emotional intelligence. Many of them got their positions due to a small clique of people who are friends, without outside competition. Don't expect to get anywhere other then the job you get when you go there. They had a recent RIF due to lost business, and that's not going to get better. They keep taking work to keep the lights on and haven't figured out how to reduce cost. They rearranged the company about a year ago and gave up on their R&D focus which in their business spells certain doom in the future. If you need a job now, then take it and look elsewhere depending on your goals. Document your interactions with management, and don't trust them. If you remember nothing else, remember this: it is a place where people have worked, but not a place where people retire from, and this fact speaks volumes about the management.
Advice to Management
Deal with problems head on instead of being evasive and conflict averse. Do an honest job of hiring outside of your little clique. Stop giving yourselves more titles and money while you RIF and fire others to cover up some of your own incompetence.
November 7, 2017: Five-year, full-time employee writes, "If
you are looking for a job, do not apply here."
Cons
Management just completed another reduction in force (RIF). There have been two or more per year for the last three years. I am not sure how management thinks this will improve the company. It just increases the work load for the remaining employees, which reduces the morale. If a RIF actually benefits the company and helps reach the company goals, why do they keep having them? Does management have the ability to truly find the problem(s) and correct them? It has not been my experience while I have been here. As soon as a few issues are taken care of, I will be leaving this company.
Advice to Management
It appears you cannot make a decision and stick with it. The direction of the company seems to change weekly. Please stop playing favorites, there are a great deal of other employees who do an outstanding job and go unnoticed or recognized by management.
Management just completed another reduction in force (RIF). There have been two or more per year for the last three years. I am not sure how management thinks this will improve the company. It just increases the work load for the remaining employees, which reduces the morale. If a RIF actually benefits the company and helps reach the company goals, why do they keep having them? Does management have the ability to truly find the problem(s) and correct them? It has not been my experience while I have been here. As soon as a few issues are taken care of, I will be leaving this company.
Advice to Management
It appears you cannot make a decision and stick with it. The direction of the company seems to change weekly. Please stop playing favorites, there are a great deal of other employees who do an outstanding job and go unnoticed or recognized by management.
September 21, 2017: Former full-time employee writes, "Worst
Experience of my Career"
Cons
Executive Management thinks only of themselves collecting 6 figure bonuses while at the same time laying off employees to cut costs placing a burden on the employees still within the company.
Lots of false finger pointing by executive management to save their own jobs and bonuses.
Many employees are retained although incompetent due to being in bed with the executive management. Also, bonus distribution is not based on an unbiased calculation. It is distributed based on how often you attend happy hours with the executive management.
Advice to Management
Get rid of the overpriced, over arrogant, loud COO (Jeff Lassiter) which is only draining the company of valuable cash resources due to his lack of knowledge and stupidity
Executive Management thinks only of themselves collecting 6 figure bonuses while at the same time laying off employees to cut costs placing a burden on the employees still within the company.
Lots of false finger pointing by executive management to save their own jobs and bonuses.
Many employees are retained although incompetent due to being in bed with the executive management. Also, bonus distribution is not based on an unbiased calculation. It is distributed based on how often you attend happy hours with the executive management.
Advice to Management
Get rid of the overpriced, over arrogant, loud COO (Jeff Lassiter) which is only draining the company of valuable cash resources due to his lack of knowledge and stupidity
Confused Senior Management
Today, if one wants to review and assess the health of any
company, a good place to start is their IT department. IT is the freeway of any
organization — even your home. Your IT system opens your life to cable TV, WiFI
connections, music, security and many conveniences. For most people, they don't
think about IT — until it breaks. Then, they start screaming! That's where
people like me come in. I'm part of the Geek Squad.
When I arrived at SolAero Technologies in November 2016, the IT
department was in chaos. Director, Eric Kuecherer, is a talented, smart guy who
is stationed in California. He had no direct knowledge of what was happening in
the Albuquerque facility. He supervised about four people. SolAero Technologies
also had an IT manager in Albuquerque. He directed another group of about four
people. The two managers didn't appear to work well together. There was
noticeable tension and infighting. A couple weeks after starting my job, my
hiring manager, who had been with company for over five years, submitted his
resignation. It was clear he loved the mission at SolAero Technologies; he
simply couldn't stand senior management's confusion at SolAero Technologies.
The company spent millions training this guy and all this "institutional
knowledge" walked out the door. How shortsighted is this?
Senior Management Confusion (SMC) at SolAero Technologies costs the company money. It
also cost good, highly trained personnel their jobs. SMC at SolAero
Technologies hurts families. SMC hurts the local economy. Yet confused senior
managers keep their jobs — while sending others down the road. The hubris from
senior management at SolAero Technologies is dangerous. The public is always
the last to know because senior managers FORCE others to remain silent either
through fear tactics or simply by buying their silence. They've tried both with
me.
Speaking with the Albuquerque Journal, CEO Brad
Clevenger reported, "The company's robust solar cells, engineered to
withstand some of the harshest conditions in space, have powered NASA missions
to the moon, Mars and Mercury. Next year, its technology will help take NASA's
Parker Solar Probe on a first-ever voyage to the sun's outer atmosphere ...
SolAero's photovoltaic panels will also help carry NASA's Europa Clipper on its
forthcoming journey to Jupiter's Europa moon to study whether conditions there
are suitable for life ... We’ve supported more than 40 NASA missions to date.
More than not, the missions people hear about on the news are powered by us ...
scores of satellites now orbiting Earth for everything from defense and
telecommunications to science and Earth observation are also powered by
SolAero. Its technology is attached to more than 185 satellites and
interplanetary spacecraft."
SolAero Technologies Attached to Over 185
Spacecraft
This is YOUR tax dollars at work. Whether scientific or defense,
SolAero Technologies is a key player in our collective projects. When they
waste money, they are wasting YOUR money. When they destroy talent, they are
wasting YOUR money. CEO Brad concluded, "SolAero formed in 2014, after the
New York-based private equity firm Veritas Capital paid $150 million to buy out
Emcore Corp's solar space division, which that company launched in Albuquerque
in 1998. SolAero reported $71 million in revenue in 2016."
What the CEO failed to report is revenue in 2016 was down from
2015. As Brad told me in person around February 2017, SolAero Technologies
products were losing their competitive advantage and competition was fierce.
Poor management, confused management, could lead Albuquerque's "Diamond in
the Rough" company to shutter their doors. Veritas Capital now looks to
sell or pull out their financial support. Investors and potential employees
need to know about the tremendous confusion inside SolAero Technologies.
History of
Senior Management Confusion (SMC)
Imagining accepting a new job only to learn you didn't have a
manager. That was my life in December 2016. SolAero Technologies stuck me in a
dark cubible. I had no assignment or mission. I was a "Forgotten
Man." Yet the company and IT department desperately needed help. There was
simpy nobody to direct me. This is when I huddled up with my coworker, Maria
Rosario Gonzalez (Velasquez). She was the advanced Data Warehouse analyst.
SolAero Technologies hired me to be her understudy. The IT department put all
their staff in teams of two or three. This allowed for training, as well as
coverage in case people were out of the office or on vacation. This is wise
management.
Rosario told me she was overwhelmed. She threatened to quit
constantly. I learned she was a brilliant talent, but didn't like pressure. I
could take the stress of multiple managers with different and competing demands
so I began running interference for our team. This is usually what a manager does
— and the group wanted a manager to help control the constant and competing
demands. It was chaos! In this vacuum, I stepped up to fill the void. Within
weeks, Rosario urged me to apply for the IT manager's position. Two problems:
First, SolAero Technologies wasn't looking to replace the manager. They had no
idea the level of frustration — or they simply didn't care. I thought it was a
bit of both. Second, I didn't feel qualified to lead an IT group since I just
started. I recommened Rosario fill such a role.
Replication Collapse
In mid-February 2017, our production server system collapsed. SolAero Technologies collects data from machines and tools on Server15 and immediately duplicates this information to Server14 in a process called replication. Engineers use the second server to analyze the data. The two are separate to prevent conflicts and data flow interruptions. Without this system, the "fab" processes shut down and work stopped. Solar cells could not be manufactured in a collapsed system environment. The IT group and company sufferd a CF, in military terms, a Charlie Foxtrot. In layman's terms, it was a "cluster fuck."
In mid-February 2017, our production server system collapsed. SolAero Technologies collects data from machines and tools on Server15 and immediately duplicates this information to Server14 in a process called replication. Engineers use the second server to analyze the data. The two are separate to prevent conflicts and data flow interruptions. Without this system, the "fab" processes shut down and work stopped. Solar cells could not be manufactured in a collapsed system environment. The IT group and company sufferd a CF, in military terms, a Charlie Foxtrot. In layman's terms, it was a "cluster fuck."
Rosario took the lead. I worked by her side. Others assisted where
they could. That weekend I wrote to CEO Brad. I titled my memo, "The Three
Cs of Leadership: Command, Control and Communication." The company's
process failed all three. For example, the IT Director in California was one of
the last to know about the failure. Everyone forgot to call or email him.
Our ad hoc team demonstrated some proficiency, but we didn't
have formal authority to manage this IT disaster effectively or efficiently.
Brad said he loved my memo and work. He told me I was the BOLD leader
SolAero Technologies needed. His words inspired me and I pushed forward to
continue pulling our group together. Months later he fired me! Total chaos and
confusion.
Morale in the IT department was low. Company frustration with IT
was high. Engineers, financial staff and managers would submit a
"ticket" through the IT Help Desk and none had confidence their
request would be resolved. The small IT group was overwhelmed with competing
demands. My first assignment was to support the DataLyzer program. Engineers
needed these SPC (Statistical Process Control) tools. SolAero Technologies
builds solar cells. SPC tools determine if the cells have been manufactured
properly. Without these tools, the company could make 1,000s of "bad"
cells without realizing their mistake, which would waste hundreds of thousands
of dollars. When the engineers first asked for IT help, management told them
no. "We do not have the staff to assist and support this program,"
they said.
This is an example of confused senior management. They allowed
second or third tier managers to direct company policy. These managers made
decisions based on their myopic departmental view. They couldn't see the
"big picture." Senior managers perform this function. They were
negligent and missing.
As a result, the engineering team build the SPC system on a server
they stationed under one of their desks. Their programming was awkward and
clumsy. Their flow of data was overly complex and inefficient. It was destined
to be a "garbage in/garbage out" process. When I first met with the
group, they quickly and loudly told me how angry they were with the IT
department for failing to support their program. I told them I was now a
full-time resource, but they didn't trust this. Months later, I redesigned and
rebuilt the SPC system and the engineering team became our biggest fans. This
was company "rock star" performance — rather than an award or
recognition, they terminated me!
Agile Process and Syteline8 Migration
SolAero Technologies invested heavily in the Agile Project Management system. This process is a "value-driven approach that allows Project Managers to deliver high-priority, high-quality work and look like rock stars to their stakeholders." Rosario frequently served as the Agile "ScrumMaster" and the team asked me to support her mission. In this role, we worked to "guide the team to prioritize their tasks and removes impediments to handling their tasks." After a short time, I made a major discovery.
SolAero Technologies invested heavily in the Agile Project Management system. This process is a "value-driven approach that allows Project Managers to deliver high-priority, high-quality work and look like rock stars to their stakeholders." Rosario frequently served as the Agile "ScrumMaster" and the team asked me to support her mission. In this role, we worked to "guide the team to prioritize their tasks and removes impediments to handling their tasks." After a short time, I made a major discovery.
The Agile process works well — if the team is properly directed.
In this case, it was not. For example, let's say the mission of the Agile Team
was to build a house for you. Each morning the ScrumMaster hosts a session with
project managers. They prioritze their tasks and work through obstacles.
Without proper direction, it's easy for the team to focus on the wrong mission.
Using the house example, I discovered the team had forgotten about building the
house and were instead focused on building a swimming pool. Their work was
efficient and effective — but they had lost sight of the company mission.
The first time I met new company COO, Jeff Lassiter, he boasted
about the progress of the Agile team. He was highly complimentary and praised
the members. COO Jeff told us his managerial philosophy, "We hire you to
fill shoes two sizes too big. We don't expect you to know; SolAero Technologies
will assist you to grow." Staff loved this! He directed us to watch a TED
talk about an enlightened
submarine commander. He briefly described how, "David Marquet
led a distinguished career in the US Submarine Force, culminating in command of
the nuclear-powered fast-attack submarine USS Santa Fe. In command of Santa Fe,
Captain Marquet completely turned around the submarine, which went from being
'worst to first.'"
When COO Jeff asked for questions or comments, I raised my hand.
"Do you realize we must leave the Syteline8 platform and migrate to
Syteline9?" No, Jeff was not aware. "Do you realize all the work and
effort by the Agile team is worthless? In fact, it's worse than worthless. We
are spending hundreds of thousands of dollars and we will soon have to throw
this away and be forced to rebuild the work in the Syteline9 framework."
No, Jeff and senior managers were not aware! That's why I'm the "big
picture" guy. I was new and had asked probing questions. SolAero
Technologies was not on the right track. I was doing exactly what the company
had hired me to do:
·
Ability to Make an
Impact: Inspired to perform well by the ability to contribute to the success of
a project or the organization
·
Self-Starter: Inspired
to perform without outside help
·
Results/Execution –
Takes personal accountability for planning, organizing and prioritizing work to
achieve measurable results
·
Committed to increasing
shareholder value
·
Honors the value of the
team's time by effectively managing meetings and communications
·
Promotes a free flow of
ideas throughout SolAero
·
Makes Effective
Decisions – Gathers, organizes and evaluates relevant information in order to
assess situations, make decisions and solve problems
·
Makes fact-based
decisions consistent with SolAero's goals
COO Jeff told us he was a leader focused on serving others. This
is bullshit. Great leaders who "serve others" do not quickly and
easily terminate their employment. That's not serving. I wrote many emails to
both Brad and Jeff asking for help. They didn't respond. Their silence was
deafening and this forced me to post my comments publicly. CEO Brad claimed he
wanted BOLD employees who sought alternative solutions that
are "out of the box;" who challenged the status quo and "the way
we have always done it." Yes! That's what I did — successfully. My work
was undisputedly excellent. My dedication and commitment was positive and
consistent. SolAero Technologies's general manager sent me a complimentary
response and copied senior managers:
From: Jerry Winton,
SolAero Technologies General Manager
Sent: Sunday, February 12, 2017 1:50 PM
To: SolAero Technologies Employee
Cc: Brad Clevenger (CEO); Jeff Lassiter (COO); Phyllis Sullivan (CFO); Eric Kuecherer (IT Director); Rosario Gonzalez (supervisor)
Subject: RE: Draft LogicData Report
Dear XXXXX,
Nice write-up, thank you. Clearly some low hanging fruit to address and it is nice to identify areas the Help Desk can support!
If you don’t already know, SL8 was developed and configured by Emcore prior to SolAero go-live back in Feb 2015. The largest concern then and now with SL9 are the Emcore modifications (the method used to develop and the lack of documentation) as well as our MES and 3rd party application interfaces. If memory serves correctly there were 80+ modifications and many "AA" forms created. LogicData has previously provided us with scripts to run and identify, but unfortunately the location of the work product is unknown so we will need to do this again. We are also seeing signs we may have issues with how our 3rd party apps / WW interfaces were migrated that is not allowing SL8 to function correctly (ex: Containers, Pick / Pack / Ship). Need some fresh eyes on this problem as we look to sunset Mesa / WW.
vOnce the Emcore modifications are identified, is there a way we can query them (whether stored procedures, forms, reports, etc) and note the last time they were accessed or run? This would certainly be valuable information as the desire is to remove as many as we can in the SL9 transition. The only "mod" we have made recently is the EMPS / EAC effort developed by SolAero / LogicData with SL9 in mind. SL8 is a very configurable system that we are leveraging for event messengers, UDF, dataviews, critical #s, etc. The business is usually good at defining the what, we just need help on the how. If we learn the need to course correct the 'how', we will certainly support that.
The immediate concern I understand is the available RAM, which is impacting performance and posing risk to growth. As you note in Appendix 3 we have a few options to temporarily address IF we choose to kick the SL9 can down the road. I'm certain the IT team could guide the best option.
Thanks again,
Jerry
Sent: Sunday, February 12, 2017 1:50 PM
To: SolAero Technologies Employee
Cc: Brad Clevenger (CEO); Jeff Lassiter (COO); Phyllis Sullivan (CFO); Eric Kuecherer (IT Director); Rosario Gonzalez (supervisor)
Subject: RE: Draft LogicData Report
Dear XXXXX,
Nice write-up, thank you. Clearly some low hanging fruit to address and it is nice to identify areas the Help Desk can support!
If you don’t already know, SL8 was developed and configured by Emcore prior to SolAero go-live back in Feb 2015. The largest concern then and now with SL9 are the Emcore modifications (the method used to develop and the lack of documentation) as well as our MES and 3rd party application interfaces. If memory serves correctly there were 80+ modifications and many "AA" forms created. LogicData has previously provided us with scripts to run and identify, but unfortunately the location of the work product is unknown so we will need to do this again. We are also seeing signs we may have issues with how our 3rd party apps / WW interfaces were migrated that is not allowing SL8 to function correctly (ex: Containers, Pick / Pack / Ship). Need some fresh eyes on this problem as we look to sunset Mesa / WW.
vOnce the Emcore modifications are identified, is there a way we can query them (whether stored procedures, forms, reports, etc) and note the last time they were accessed or run? This would certainly be valuable information as the desire is to remove as many as we can in the SL9 transition. The only "mod" we have made recently is the EMPS / EAC effort developed by SolAero / LogicData with SL9 in mind. SL8 is a very configurable system that we are leveraging for event messengers, UDF, dataviews, critical #s, etc. The business is usually good at defining the what, we just need help on the how. If we learn the need to course correct the 'how', we will certainly support that.
The immediate concern I understand is the available RAM, which is impacting performance and posing risk to growth. As you note in Appendix 3 we have a few options to temporarily address IF we choose to kick the SL9 can down the road. I'm certain the IT team could guide the best option.
Thanks again,
Jerry
In less than a year, I saved the company hundreds of thousands of
dollars. I sounded the alarm before ALL the other higher paid and more
experienced staff and managers. Our IT Director in California said nothing. The
guy likely makes around $250,000 per year. Some people, such as Maria Rosario
Gonzalez (Velasquez), knew about the issue. CEO Brad told me they pay her some
$90,000 plus bonus. She and others were afraid to say anything. Just as victims
in the #MeToo movement believed, it is generally best to lay
low and not speak up. Yes, Rosario kept her mouth shut. Instead, she was smart:
she urged me to speak out. Now, she has a job and I do not. Most people live in
fear. This is why many companies and our nation suffer. We are not bubbling up
good information and ideas. As a people, we must create "safe"
conditions in schools for our children; "safe" communities for our
families; and "safe" workplaces for our talented employees. We are
failing as a society. FDR said famously, "There is nothing to fear but
fear itself" — yet fear is winning in America.
Ultimately, my work helped steer the company back to its core
mission; it improved efficiency and effectiveness; it assisted to create
stronger teams. SolAero Technologies builds solar cells up to solar panels. Yet
project managers were spending more time perfecting the company's ERP software
than improving solar cell technology. Smart leaders know software supports the
company mission. At SolAero Technologies, the mission had become the software.
Brad, Jeff and HR Director, Silvia Gentile, assured me my job was safe and that
I was the type of employee SolAero Technologies needed ... yet I'm in the LONG unemployment
line. My salary was about $72,500. The company invested at least double this
amount in me and my responsibilities were "mission critical." Someone
would be required to pick up the slack and nobody on our team had spare time.
My loss is the IT department's loss and the company's loss. Terminating me made
no sense from a business perspective. It simply added to the chaos and confusion
at SolAero Technologies. To this day, I have no idea why I'm out of work.
Senior managers looked me in the eye; shook my hand; and asked me to trust
them. I did. They lied and deceived me. I assume they're doing the same to
other SolAero Technologies staff, prospective employees, and investors.
Beware those who live by deception!
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