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A granite foundation In 1983, Robert Levine and Craig Benson, a pair of wire and cable salesmen working out of a New Hampshire garage, began selling computer network cables cut to the specific lengths their customers needed. Soon after its founding, Cabletron Systems began installing networks and designing networking equipment and in 1988 unveiled the Multi Media Access Center (MMAC), a wiring hub that simplified network installation. The company went public a year later. The two networking innovators now own 13 percent each of the company they established, a combined stake worth more than $1 billion. Cabletron introduced the first SCSI-to-Ethernet adapter in 1992, enabling Mac users to connect to Ethernet LANs. Major purchases in 1995 and 1996 included Standard Microsystems, Network Express, and ZietNet. 'Overzealous?' For much of the 1990s, the company's aggressive sales force and no-frills corporate culture garnered top-notch earnings, and an aggressive acquisition policy kept it neck-and-neck with competitors 3Com and Cisco Systems. But in 1996, the company's steady growth was interrupted by product delays, and customers began to complain about Cabletron's "overzealous," "often roguish" sales and marketing tactics. A switch in tactics In 1997, Robert Levine stepped down as CEO and was replaced by Don Reed, who quickly began to turn things around. His first tactic was to switch the company's focus from simple product sales to "solutions provider." Cabletron expanded its product mix to include software and professional services. The next step was to streamline the direct sales force and farm out business to sales channels. Reed then positioned the company for growth through expanded e-commerce operations and international business. Reed also set Cabletron on track for new partnerships and acquisitions. He initiated the purchase of Yago Systems, Inc. and Digital Equipment Corp's networking business, which gave the company a stronghold in the router and switch markets. Hot potato reins But Reed was dealing with damaged goods. The company's stock fell to a five-year low, and it laid off 800 employees. After streamlining operations and instituting a strong growth strategy, Reed quit the CEO post after only seven months on the job. He handed the reins to chairman and co-founder Craig Benson. Though some doubted the claim, Cabletron execs claimed Reed's sudden departure came because he had basically accomplished what he was hired to do - create a strategy that would return the company to growth. Buy or be bought In June 1998, Cabletron began something of a shopping spree, picking up FlowPoint Corp. and Ariel Corp., two producers of digital subscriber line (DSL) equipment, as well as NetVantage, a manufacturer of Ethernet switches. The company also introduced new products for wireless networks and ATM switch lines. In 1999, the company began some self-assessment. It sold its Irish manufacturing operation, laid off 300 workers, and announced that it would continue to trim its workforce down to 5,000 employees. Internal troubles weren't the only problem. SEC investigations prompted Cabletron to restate its earnings from the past three years, and Benson resigned the following day. Former Yago CEO Piyush Patel then ascended to the Cabletron helm, but industry analysts speculate that Cabletron is now a prime target for a foreign telecom acquisition. Patel has spun off Spectrum, the company's network management arm, and introduced a SmartSwitch Access product line for dial-up remote access, making Cabletron an appealing telecom equipment provider. Entirely new directions Early in 2000, Cabletron announced that it was splitting up. In a radical restructuring, Cabletron unveiled plans to become a holding company for four new entities - Riverstone Networks, Enterasys Networks, Global Network Technology Services, and Aprisma Management Technologies. Patel says, "Each of these companies will speak with clarity of purpose to its shareholders, cutomers, partners, and employees." Cabletron is also looking to expand its business in far-off places such as India, Turkey and Nigeria. It also plans on divesting its DIGITAL Network Products Group and Netvantage divisions, as Cabletron couples its restructuring with a renewed drive for profits.
Cabletron recruits through headhunters and on college campuses. Visit the employment section of the company web site for detailed information on job openings. You can apply using an online application form, or via e-mail, fax, or snail mail. Overall, interviewing at Cabletron "is not a very stressful process," one source said. Prospective employees endure "at least two interviews," sometimes more, depending on the situation. Each meeting lasts about 15 or 20 minutes, and "you'll get the occasional person who asks you really technical questions." The whole procedure is "somewhat relaxed, but very thorough." "They want to see if you are someone who can learn easily." Luckily, interviewers are easier on recent college graduates "because it is understood that your experience levels are lower." "For our inside sales organization, they'll make you sell something," one source revealed, "but we train all our people in house, so we don't expect you to be an expert at interview time."
It's a leader in the "fast paced" and "highly competitive" networking industry, and as one employee noted, "if you want a routine nine-to-five job, Cabletron is probably not for you." The "loyal, hard-working" employees at Cabletron are all pretty young - "most of us are no more than 10 years out of college," and "as a result, this is a fun place to work." Engineers have a "pretty liberal" dress code, while managers and those with client contact wear suits or business casual attire. "Each office has its own personality and mix of people," said one employee. The New Hampshire office, for example "is not the most diverse place." "There aren't many women," and one source remarked that "I haven't seen a single black person in my 14 months here." But other insiders say the Rochester facility is more diverse, and you'll "find more women in highly respectable positions." And in Rochester, the work environment "is a little more stressful," because "customers visit more frequently." Official office hours are eight to five, but for engineers, "what's important is getting the work done. So during 'crunch time,' people work the extra hours." Sources say salaries used to be "just OK," but "compensation has gotten much better in the last two years." In addition, the company offers stock options, and recently instituted a matching 401(k) plan. Though most are enthusiastic about the "excellent training programs" and abundant opportunities for advancement and travel, some are "suspicious of the rapid turnover rate." "A large number of experienced, respected people are leaving weekly," said one source, most conspicuously in the sales department. Engineers, meanwhile, enjoy extensive "learning and growth opportunities," and think "it's a great time to jump on board."
Network interconnection products; Test equipment & other Cable assemblies
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