![]() ![]() Lattice started a stock buy-back program in 2010 that continued into 2012 that would total about $35 million if fully implemented. The company reported 2011 revenue of $318 million. Bruno Guilmart left the company in August 2010, and Darin Billerbeck, former Zilog CEO, who had just sold Zilog in the previous year, was named the new CEO in October of that year, starting in November. Through July 2009, the company had lost money for ten straight quarters, and had its first profitable quarter in three years during the fourth quarter of 2009. In 2009, the company began moving all of its warehouse operations for parts from Oregon to Singapore. For fiscal year 2008, Lattice had a loss of $32 million on annual revenues of $222.3 million. In June 2008, Bruno Guilmart was named as chief executive officer of the company, replacing Steve Skaggs. In fiscal year 2006, Lattice posted a profit of $3.1 million on revenues of $245.5 million, the first annual profit since 2000. In 2005, Tsui was replaced as CEO by Steve Skaggs and the company laid off employees for the first time. In 2004, the company settled charges with the United States government that it had illegally exported certain technologies to China, paying a fine of $560,000. Lattice purchased Agere Corporation's FPGA division in 2002. For the next five years, however, the company recorded no annual profit.Īcquisitions and leadership changes įormer company headquarters in Portland, Oregon Its stock price reached an all-time high of $41.34, adjusted for splits. In 2000, annual revenues topped $560 million with profits of $160 million. Forbes ranked the company as their 162nd best small company in the United States in 1996, and Lattice began to double the size of its Hillsboro headquarters. They had registered the mark in 1985, but later conceded they could not prevent the usage of the term as a noun. In 1995, the company attempted to assert trademark rights in the term Silicon Forest beyond the use of its trademark for the use in semiconductor devices. In July 1990, a second stock offering of nearly 1.5 million new shares raised $22.6 million at $16.25 per share. The initial share price was $6, and raised almost $14 million for the company. ![]() On November 9, 1989, Lattice became a publicly traded company when its shares were listed on the NASDAQ after in initial public offering. Ĭyrus Tsui became the company's chief executive officer in 1988. Over the next year, the company shrank from 140 to 64 employees but posted record revenues. The company emerged from bankruptcy after 62 days and moved from its headquarters in an unincorporated area near Beaverton to a smaller building in Hillsboro, Oregon. Early struggles led to chapter 11 bankruptcy reorganization in July 1987. Co-founder Sud left as president in December 1986, and Winningstad left in 1991 as chairman of the board. Lattice was incorporated in Oregon in 1983 and reincorporated in Delaware in 1985. Norman Winningstad, Rahul Sud, and Ray Capece, with investment from Winningstad, Harry Merlo, Tom Moyer, and John Piacentini. Lattice was founded on April 3, 1983, by C. Founded in 1983, the company went public in 1989 and is traded on the NASDAQ stock exchange under the symbol LSCC. Lattice Semiconductor has more than 700 employees and an annual revenue of more than $400 million as of 2019. Headquartered in the Silicon Forest area of Hillsboro, Oregon, the company also has operations in Shanghai, Manila, Los Angeles and Singapore. I enjoyed working at Lattice.Lattice Semiconductor Corporation is an American semiconductor company specializing in the design and manufacturing of low power, field-programmable gate arrays (FPGAs). So through-put became my number one priority along with communication and data backup. At the very least I needed to know the test systems abilities to make sure the testing was consistent and problems couldn't be blamed on the system. I started at Lattice when they were only testing low density parts, so when they got into high density parts, every new product was a learning experience and every failed die had to be challenged. If there were issues I needed to be aware of I found out ahead of time. I always made sure there was an open line between myself and the engineer in charge of the product I was testing. I've always believed that it's up to the individual to seek the knowledge you need to know to perform at your highest level. I didn't ever want it to be said that I let something get by me because I didn't know better. I did my best to learn both the products and the test systems as well as the flow of the test programs that they were exposed to. A typical work day could be boring if all there was to do was move wafers on and off the systems. ![]()
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