I haven't blogged about work in a few years... so I suppose I'll make some notes here, more as a journal.
The last couple of years have been tremendous for me. Success beyond what I could have hoped for, and really a lot of potential being opened up and utilized. One of the best individual events was going to Finland to meet with some Nokia folks following our acquisition there, and comparing infrastructure maturity and models. Not only was it a fun work experience, but I got to take a few days and just walk around Helsinki. Visit some cool churches, a local farmers market, buy some reindeer skin and a fox, eat some truly unique food (tar ice cream? baby reindeer? all sorts of interesting things). My first ever real European experience.
On the project front, I completed a datacenter closure as the lead Program Manager. We squeaked through by the skin of our teeth, decommissioning the last server 12 hours before the deadline. We ended up decommissioning, migrating, or replacing over 9,000 servers, across all of Microsoft IT. After numerous exasperating setbacks and directional changes, we ended up having about 3 months left with still 6,000 of the assets remaining, so we had to pull together a rockstar team of IT engineers and PMs to knock it out of the park- and we did. I hired and built a team of Engineering PMs who reported directly to me, and we simply crushed it. I'm so proud and honored to have been able to build and lead that team, and work with some of the most talented folks I've ever met at Microsoft.
At the tail end of this project, a new manager for our group was introduced. Interestingly enough, it was someone from my past, who I had worked very hard for when I was a junior engineer. At the conclusion of my datacenter project, I started working hard on the next datacenter closure, preparing the project and lining up a plan and resources. I had a few struggles there with my manager at the time, and our group manager was also deciding how best to re-design our organization to make some improvements. She ended up promoting me to report directly to her, and creating a new role for me and a few folks she hired, while at the same time we went through some pretty miserable layoffs. I came out the other side okay- even more than okay, considering the new job she was passionate about for me, and the promotion. Upon her request I helped her design the new role, and recruit the new folks to fill it out. Humbling experience to be counted on as an advisor, which was not without a few mistakes on my part... (reminder: don't always trust those you work with, even if you have a great relationship with them)
I've now been in that job almost a year, which is "Service Engagement Lead," or akin to a service manager/rep. I support two divisions in MSIT, and all of their infrastructure needs and engagements with SDO, the platform and datacenter team. All the while in this role, I've been passionate and engaged on Azure. During the end of my last datacenter closure work, we were starting to really push people into Azure instead of another datacenter- paying ourselves for hosting and services, as well as dogfooding new Microsoft technology really encouraged our leadership to make some tough statements about mandatory Azure adoption, which has been... shaky at best. Well, I got some Azure training, got really noisy and friction-y about the best way to migrate applications and servers into Azure, and got myself invited to a lot of other meetings on how to improve this whole "Azure" adoption across IT stuff. As the months went on, I kept being an advocate for what I thought were some common sense changes and focuses, and got myself nominated for a bunch more Azure training, both Tech Ready conference nominations and a week long Azure bootcamp. This only made me more noisy as I realized we weren't even using the vast majority of Azure's features correctly. The momentum kept building, and I started building some slide decks for how we could re-invent our division to really go after Azure more aggressively. Then something crazy happened- I started getting weekly invites to the Leadership Azure meeting, and the LT started really paying attention to these slides I made. Serious debates started up, and... earlier this week, LT reconvened after Christmas break, with a list of names of people to roll out my strategy vision across the division. I was blown away- they took my vision slides and decided to run with it. My request was to put one person in charge of each service area in SDO to spend some time thinking about how to re-invent it for an Azure first world, and they totally bought in to it. Not only that, but my name was one of the names on that list for leading up a service area. Incredible... such a humbling experience.
So over the last couple of years, it's just been one opportunity over another, with each one being a success. It's hard to describe it, rarely do you see someone passionate and engaged have their ideas successfully bought in to, and with the support and encouragement of my manager, I've been able to do more and influence more than I ever have before. Having a manager that believes in you is the absolute fastest way to grow your impact and responsibility. It hasn't always been easy or rosy, but the mistakes and problems are only opportunities to fix areas before I get to the level where they are more serious.
Here's looking forward to the next two years at Microsoft. And hopefully, management.