Earlier quoted context omitted.
I was a back channel route to engineering at a company I worked for a while. A few of the engineers trusted me and a couple select customers / sales guys knew they could come to me to run a bug by me 'in theory' and if we had enough information I could unofficially run it by engineering without going through the song and dance of the typical support channels. I could get a quick ya or nay form them on some things and…
This exists in almost every company by design. Engineering teams wouldn't make any progress towards their mission if they are constantly dealing with outside interruptions, but at the same time there are things which should be qualified. Customer support is a cost center and the focus is on mitigating the cost of providing that support. If you fail to do this you can burn through a lot of cash quickly. What managemen…
We had 'official' faster escalation paths but those inevitably are determined by $$$ and there's always more ways to measure 'important customer' than can be defined / shown in $$$.
Management was totally aware of it all and supportive.
But eventually I got tired of the land of 'support' and moved on for a variety of reasons, mostly because time and again I saw support treated like the usual 'cost center' and I didn't want to be a part of that.