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Decisions that eroded trust in Azure – by a former Azure Core engineer

isolveproblems.substack.com

211–220 of 697 posts

Re: Decisions that eroded trust in Azure – by a former Azure Core engineer

#211
post #165

Earlier quoted context omitted.

I've joked that on some services, when you're clicking buttons, you're actually opening tickets that a human needs to action. That scenario is an example. You complete an action on a web page and nothing works. You make no further changes and hours later it works perfectly. Your human wasn't fast enough that day.

That's the "digital escort" process mentioned in the very long OP. Understandably, the US government got mad when they found out that cheap Chinese tech support staff were being used for direct intervention on "secure" VMs.

That's not what the "problem" was. It's that cheap American support people were "escorting" foreign Microsoft SWEs, so they could manage and fix services they wrote and were the subject matter experts for in the sovereign cloud instances which they otherwise would have no access to.

And this was NOT for the government clouds we have that hold classified data. Those are air-gapped clouds that physically cannot be accessed by anyone who doesnt have a TS clearance and physically go into a SCIF.

source: I work in a team very closely related the team who designed digital escort.

Re: Decisions that eroded trust in Azure – by a former Azure Core engineer

#212

What are we reading here? These are extraordinary statements. Also with apparent credibility. They sound reasonable. Is this a whistleblower or an ex employee with a grudge? The appearance is the first. Is it? They’ve put their name to some clear and worrying statements. > On January 7, 2025… I sent a more concise executive summary to the CEO. … When those communications produced no acknowledgment, I took the customa…

What I meant is that it’s customary to write to the Board through the Secretary as opposed to write directly or through some other channel.

Re: Decisions that eroded trust in Azure – by a former Azure Core engineer

#213

I think this is especially problematic (from Part 4 at https://isolveproblems.substack.com/p/how-microsoft-vaporize... ): "The team had reached a point where it was too risky to make any code refactoring or engineering improvements. I submitted several bug fixes and refactoring, notably using smart pointers, but they were rejected for fear of breaking something." Once you reach this stage, the only escape is to first…

Or to simplify the product and rebuild.

Re: Decisions that eroded trust in Azure – by a former Azure Core engineer

#214

The post is so dramatized and clearly written by someone with a grudge such that it really detracts from any point that is trying to be made, if there is any. From another former Az eng now elsewhere still working on big systems, the post gets way way more boring when you realize that things like "Principle Group Manager" is just an M2 and Principal in general is L6 (maybe even L5) Google equivalent. Similarly Sev2 i…

For reference, author was a Senior Software Engineer, ie. mid-level engineer.

Re: Decisions that eroded trust in Azure – by a former Azure Core engineer

#215

I think this is especially problematic (from Part 4 at https://isolveproblems.substack.com/p/how-microsoft-vaporize... ): "The team had reached a point where it was too risky to make any code refactoring or engineering improvements. I submitted several bug fixes and refactoring, notably using smart pointers, but they were rejected for fear of breaking something." Once you reach this stage, the only escape is to first…

Or to simplify the product and rebuild.

Exactly. But he’s right about management, first the problem must be acknowledged and that may make some people look bad.

Re: Decisions that eroded trust in Azure – by a former Azure Core engineer

#216

Power Platform is of the same quality, I’d avoid it if possible. I was a principal engineer in the Power Platform org and it always felt like a disorganized mess. Multiple reorganizations per year, changing priorities and service ownership.

These days, at work, I need to support applications build on Azure and Power Platform. Both are a hot mess. We get notifications that our APIM is down for at least 15min every weeks at random times. Power Platform is just a "preview" mess, things break and are not functional.

I complained about it and basically was told to shut up, the industry is using them, so they must be right.

No one is testing anything anymore.

Re: Decisions that eroded trust in Azure – by a former Azure Core engineer

#217
post #144

Earlier quoted context omitted.

I'd like to suggest calling him SECDEF, not SECWAR. IMHO the country should not capitulate to Trump's power grabs, even if Congress refuses to perform their oversight duties.

I'm sympathetic to the viewpoint but I'm not in the habit of policing the names people use for themselves. I've certainly done more than my fair share of jobs in the Navy where the office I was formally billeted to had long since ceased to actually exist as described due to office renamings. Often things as simple as a department section being elevated into a department branch and people using the new name even while…

The main title of the office is still “secretary of defense”, the executive order added a secondary title of the department and the office, it didn't replace the primary titles.

Re: Decisions that eroded trust in Azure – by a former Azure Core engineer

#218
I have been in a Microsoft adjacent company (meaning lots of people bounced to and from Microsoft to it) and all this makes a lot of sense. The almost ideological “everything in house” and politically oriented philosophy they had fits like a glove. Some of the ex Microsoft people hated it, some of them missed it. But the picture they made was pretty bleak.

Given how windows is going what’s described in the article doesn’t seem so shocking either. Even though they need not be correlated products, I can’t help but seeing a similar shortsightedness in the playbooks they are adopting.

Re: Decisions that eroded trust in Azure – by a former Azure Core engineer

#219

Earlier quoted context omitted.

I imagine that no one likes Azure.

The only good thing Microsoft azure ever did for me was provide a very easy way to exploit their free trial program in the early 2010s to crypto mine for free. It couldn’t do much, but it was straight up free real estate for CPU mining. $200 or 2 weeks per credit/debit card.

Ah, I did the same, but wasn't the experience/UI back then pretty nice too?

I haven't used azure since then, but I remember the web interface was way more polished than aws and things worked ok (spinning up a VM was fast etc).

So I'm confused by how everyone seems to hate it now.

Re: Decisions that eroded trust in Azure – by a former Azure Core engineer

#220

I think this is especially problematic (from Part 4 at https://isolveproblems.substack.com/p/how-microsoft-vaporize... ): "The team had reached a point where it was too risky to make any code refactoring or engineering improvements. I submitted several bug fixes and refactoring, notably using smart pointers, but they were rejected for fear of breaking something." Once you reach this stage, the only escape is to first…

Once you reach this stage, the only escape is to jump ship. Either mentally or, ideally, truly.

You're in an unwinnable position. Don't take the brunt for management's mistakes. Don't try to fix what you have no agency over.

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