All of GT may be a dumpster fire, but CP&I somehow manages to be the main attraction. At this point, logic has officially resigned. JS’s directs and their teams are sprinting in every possible direction like headless chickens, enthusiastically throwing work at the wall with zero business alignment and even less clarity.
My engineering manager now treats strategy like a daily horoscope - every morning comes with a brand-new “priority,” allegedly inspired by whatever whim floated down from JS overnight. Meanwhile, CP&I is aggressively hiring engineers for teams where absolutely nothing is happening… while simultaneously loaning people out to PLM because, surprise, that’s where the work is.
In a truly impressive feat of leadership gymnastics, JS laid off all contractors, declared a noble shift to a 100% FTE “engineering excellence” model, and then - plot twist - brought in external vendors to help with engineering development. One can only marvel at the cost of this enlightenment.
As for ITC, it’s probably best described as a very expensive travel club. A leadership group of about ten makes frequent pilgrimages there, producing no visible outcomes except invoices. Rough estimate: ~$200K burned for vibes and frequent-flyer miles.
All in all, CP&I remains a fascinating social experiment. With VA now inheriting Technology, I’m genuinely curious to see whether this saga ends in transformation… or just a bigger, better-funded mess.