“The new leadership didn’t understand processes,” Barnett told Corporate Crime Reporter in an interview in 2019. (See — John Barnett on Why He Won’t Fly on a Boeing 787 Dreamliner, (Corporate Crime Reporter, November 29, 2019). “They brought them in from other areas of the company. The new leadership team – from my director down – they all came from St. Louis, Missouri. They said they were all buddies there.”
“That entire team came down. They were from the military side. My impression was their mindset was – we are going to do it the way we want to do it. Their motto at the time was – we are in Charleston and we can do anything we want.”
“They started pressuring us to not document defects, to work outside the procedures, to allow defective material to be installed without being corrected. They started bypassing procedures and not maintaining configurement control of airplanes, not maintaining control of non conforming parts – they just wanted to get the planes pushed out the door and make the cash register ring.”