![]() ![]() The company ’s posh, fake-marble lobby was enough to turn one investment banker on his heels. One worker was even given a Porsche for Christmas. Rather than carefully investing the maximum amount of capital in research and development, they squandered money, leasing an extravagant 140,000-square-foot building, and catering expensive breakfasts for the employees. ![]() The most glaring flaw was their unwise use of the company ’s cash. Sud and Capece did lure some top chipdesign talent to their company, but they managed the company poorly. But even before the industry tailspinned Lattice was clearly headed in the wrong direction. Part of the problem was that semiconductor markets slumped in 1985. Sud ’s and Capece ’s vision never materialized. Scheduled for completion by 1986, the facility would, according to Sud and Capece, churn out high-tech chips designed by the semiconductor-industry superstars who would comprise Lattice ’s work force. Sud decided that the fledgling Lattice should immediately begin construction of a $100-million, cutting-edge manufacturing facility. But that sum paled in comparison to Sud ’s grandiose business plans. Winningstad helped Sud and Capece to raise about $19 million. They invested in the company partly because they believed that Lattice ’s success would help Portland become a U.S. Winningstad was integral to Lattice ’s startup because he and several of his friends in the Portland business community fronted much of the initial investment capital. Norman Winningstad, the founder of the successful Floating Point Systems, a maker of computers and peripherals. The pair formed Lattice International Inc. Although neither partner had experience managing a company, they believed that Sud ’s ideas and Capece ’s ability to raise investment capital were a winning combination. Capece had gained experience raising capital through his job with venture capitalist Ben Rosen. Sud, a native of India, had worked as a chip designer at both Inmos and vaunted Intel. Management novices Rahul Sud and Raymond Capece started Lattice in the early 1980s, when the market for semiconductors was red hot. After struggling through the late 1980s, the company grew rapidly beginning in the early 1990s, particularly after it moved into the market for more advanced, high-density semiconductors. designs and markets programmable logic semiconductor devices and contracts other companies to manufacture those chips. SICs: 3674 Semiconductors & Related Devices 3679 Electronic Components, Not Elsewhere Classified Compare Standard and Premium Digital here.Īny changes made can be done at any time and will become effective at the end of the trial period, allowing you to retain full access for 4 weeks, even if you downgrade or cancel.Incorporated: 1983 as Lattice International, Inc. You may also opt to downgrade to Standard Digital, a robust journalistic offering that fulfils many user’s needs. If you’d like to retain your premium access and save 20%, you can opt to pay annually at the end of the trial. If you do nothing, you will be auto-enrolled in our premium digital monthly subscription plan and retain complete access for $69 per month.įor cost savings, you can change your plan at any time online in the “Settings & Account” section. For a full comparison of Standard and Premium Digital, click here.Ĭhange the plan you will roll onto at any time during your trial by visiting the “Settings & Account” section. Premium Digital includes access to our premier business column, Lex, as well as 15 curated newsletters covering key business themes with original, in-depth reporting. Standard Digital includes access to a wealth of global news, analysis and expert opinion. During your trial you will have complete digital access to FT.com with everything in both of our Standard Digital and Premium Digital packages. ![]()
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