I really appreciate that. Both as a customer, but also as a fellow practitioner.
At the end of the day, I don't think the complaints you hear about GCP Support / Service has anything to do with the people working on the line. There's always better or not better examples of folks you encounter as a customer.
As a support consumer, I've learned that my feelings about the person on the other side are very much colored by the fact that I almost never call support when things are going well or I'm in a good place. I typically call support when all else fails and I'm probably ready to throw a product out the window. That's not their fault, and it shouldn't be their problem, either, to a certain extent. They're humans, doin' a job, just like me.
As a support provider, I've learned that the same is true for all of my customers. I need to know that this isn't who they are (usually) when they go home to their family, or out with their friends. They're under a lot of stress and, one way or another, we've let them down and have to deal with that.
I think the challenge with GCP support is all about the overall strategy as a business. My experiences with GCP support is that I have to work way too hard to get past the robots and the scripted responses in order to find someone who is willing to listen and engage with my question or problem. And then, to make matters worse, about 80% of my interactions with Google support involves them trying to introduce me to some consulting company or third party provider. That is pretty much never what I want. I don't want some third party billing integrator that is going to mess up my reporting with their "value added" service. I already pay for support, I don't want to hear a pitch about paying for more support when I feel like I'm not getting what I've already paid for.
I don't hold this against the support folks at Google.
I hold this against the leadership at Google.
This is their strategy to contain costs or to juice sales.
If it were working, I think their numbers would be very different in the market. So the proof is in the pudding.
Something isn't working at GCP.
I don't think it's the engineers or the teams. It's the leadership and the strategy.