Okay, so a while back, Sales was actually taken to task for cooking up insane and deranged configurations for customers, slapping a price on them, and then dumping them off on Technical Support to clean up their mess, all the while screaming that they'll lose their commission on these mechanical abortions if we didn't make them hum happily.
Fuck. Them.
This wasn't a problem when we only had so many options on the menu. Everything was up on the racks and if it wasn't there, it wasn't for sale.
Kinda like McDonalds. Just point and order, and it's ready in a minute.
Problem is, we started selling burritos. And Kobe Beef Burgers. And salads. And sweet potato fries. And having custom toppings.
The cash registers got upgraded to handle the orders. But while some of the kitchen behind the counter got remodeled to handle that, a lot didn't.
And when it comes to ordering ingredients to cook this stuff up, well, it's one thing to sell a Wangdoodle 3000, but it's another to actually keep Wangs and Doodles and Wang-to-Doodle connectors in stock. (and the right model number of each... 3000, if I recall)
So many things to sell, so many things that can be dreamed up.
But to make them work... ah, there's the challenge!
The answer was to create a group of Sales Engineers. These guys were supposed to listen to what the customer was asking for, come up with a reasonable and stable solution that would require a minimum of support, and then hand it to Sales to price it.
And if a Salesperson had a total fever-dream, coming up with a computational chimera with 12 hit dice and an armor class of 10, triple damage when breathed on, the Sales Engineers were supposed to step in and wrestle that maniac to the ground before they ran the credit card.
Hah. Hah hah. Hah hah hah.
Most of the guys have snap. They know they stuff.
Others, well, the only snap they have is on a foosball table... SCORE!
These guys are supposed to cook up stable arrangements that provide us with a customer for many years to come, a good hardware platform that they can manage, we can stick into the racks and forget about, and collect lots and lots of happy green slips of paper for.
Instead, some of the Sales Engineers have managed to cook up even more crazy and elaborate arrangements that would have Rube Goldberg pissing his pants in fright, slamming fleas over the heads with sledgehammers and dumping their shit on both the main technical support and the paid technical support groups.
The green slips of paper tend to go toward the overtime necessary to handle all the issues we should be doing instead of cleaning up these crash and burns.
The good news is that we bought a managed services company a while back. Since what they do overlaps with the paid technical support group, the paid technical support group currently on the bench is being shifted to assist the Sales Engineers with scoping out projects.
You know, because they're the ones who end up getting asked to fix these messes in the end. And usually for free, too.
"I paid umpteen thousand bucks for this system YOU came up with and I expect YOU to make it work! For free!"
Sorry. Reading from the playbook again.
Where was I?
We'll see if that helps avoid the dump-and-run catastrophes that land in our laps every so often. Or if those end up with the paid group saying "Well, we put it together... the JV squad should be able to handle this one, so leave us alone"on these.
Oh well. It'll all work out in the end.
Looking at a ticket where we sold a license to something we don't support, and sure enough, the customer screams YOU SOLD IT TO ME SO YOU SHOULD SUPPORT IT!
Straight out of the playbook, folks.
1) Customer wants X.
2) We tell customer that we sell X but with no support. Go to X's developer for support
3) Customer agrees to arrangement as part of purchase
4) We give them X license.
5) Customer borks the install of X
6) X's developer points, laughs.
This is the critical stage of the play. This is when the developer says "It's not our flawed product. It's the server you bought from those hosting people."
It doesn't matter if the control panel manufacturer says "X doesn't work with our software and it invalidates your license with us" or the operating system release notes say "Oh, and don't use X. It sucks. Use Y."
This situation always ends up our fault somehow.
7) Customer comes to us, screaming our stuff doesn't work, fix it.
8) We tell customer that they agreed to the arrangement that we don't support X. Go hire an admin. Good luck.
9) Customer screams more.
10) Repeat step 9 until someone blinks in management or they cancel.
Oh, and at no time, do we stop selling licenses to X.