“Sucks to be you” - CEO Tom Bell All Hands - Director Leidos Employee Review

2.0
Feb 2, 2026
Recommend
CEO approval
Business Outlook

Pros

Increase to 401k percentage Stock performance Most people outside the executive team are friendly and ethical

Cons

Leidos has changed in all the worst ways since Tom Bell arrived. “Sucks to be you” was a quote from his last employee all hands related to the challenges people faced in doing the legwork for the second reorganization he’s done since arrival. Each has been poorly planned and executed causing a significant amount of extra work and churn. Leidos has become unethical, the type of place that throws people out like trash. I could understand if individuals were poor performers but they aren’t so they are leaning heavy into layoffs/reorgs to purposely get rid of certain people. When complaints are raised, even when there is merit, they are quickly closed with no accountability (unless you are lower level/non VP+ mgmt — you will be held accountable). Overall I’m disgusted with what I’ve seen the last couple years. They do not care about people only stock price and bullying employees, other companies, and the overall market. So glad I escaped when I did and every week I get a call or text from a former coworker asking me to save them too.

Explore other reviews about Leidos

5.0
May 7, 2026
Recommend
CEO approval
Business Outlook

Pros

Large companies. Willingness to work with you.

Cons

Low paying. No hybrid opportunity

3.0
May 27, 2026
Recommend
CEO approval
Business Outlook

Pros

Leidos provides opportunities to work on complex government programs with meaningful technical challenges. Depending on the contract and team, there can be exposure to cloud infrastructure, cybersecurity, systems engineering, networking, and mission-focused work that is difficult to find elsewhere. The company also has a large footprint, so there may be internal opportunities for people who are able to navigate the organization.

Cons

My experience was that the quality of management varied significantly by program. Communication around expectations, roles, and priorities was often inconsistent, and decisions that affected employees were not always explained clearly or handled in a transparent way. Work-life balance also depended heavily on local management. Flexibility that existed in practice could be changed quickly, and employees were sometimes left trying to reconcile changing expectations with existing workloads and personal obligations. In my view, the company would benefit from stronger oversight of program-level management decisions, especially where employee responsibilities, workplace flexibility, and performance feedback are concerned. I also found that technical decision-making was sometimes driven more by schedule pressure than by sound engineering judgment. On complex government programs, that can create unnecessary risk and frustration for employees who are trying to do things correctly.

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