[GarnetFloride]

I grew something very like that in a company once. That was a glorious time. I was working as tech support and began writing down the answers to problems I was solving with customers because I noticed multiple calls on the same subject and I wanted a cheatsheet, because while I liked solving problems, I only like doing it once. I repurposed my engineering schooling into technical writing. And I also made the whole team way more effective because I shared that.

Also I found areas where the product could be and needed to be improved and my manager went to bat for those changes and they made huge differences. 40% shorter support calls, 60% less calls, and a performance increase of 35x because I brought up things that looked like that would help customers.

It drives me nuts how management and engineering can't seem to relate to how customers actually use the product and actively refuse to want to learn. Not all companies, of course, but in most cases when I introduced a developer or engineer to a customer and they discussed or watched how the product was used, there's often a huge gap but at least a bridge was formed sometimes.

I am beginning to think that how a role is compensated can totally overwhelm what the company wants done. Sales people will make the sale promising the product can do something when it can't. Managers will do things that cut costs when a small increase will produce massive dividends.