Lockheed Martin reviews

Work on legacy software can get tiring

My experience fell well short of expectations and what was communicated during the hiring process — to the point that I never performed any work for the program or role I was hired for. For nearly five months, I sat at my desk actively asking for work, offering support, and trying to integrate into the team, but was repeatedly told to “wait.” When tasks eventually came, they were largely administrative — tracking approvals and coordinating between teams — rather than actual engineering. The culture makes it difficult to get anything done efficiently. Communication is heavily siloed and overly dependent on formal systems, with little willingness to collaborate directly. Work is frequently passed between groups without ownership, resulting in repeated errors, delays, and constant rework. Accountability is minimal; deadlines are often missed without clear ownership, follow-up, or urgency. There is also a disconnect between job titles and actual responsibilities. Much of the work is execution-focused, with limited emphasis on engineering fundamentals, system integration, or manufacturing awareness. Decision-making is highly risk-averse and driven top-down, leaving little room for technical input or innovation.