[bengali3]

Thank you for your reply. I guess i'm separating the person from the issue. I'm not a fan of publicly attacking and divulging information or revealing negotiations, so i'm a bit skewed. I think future employers would potentially see this individual as a liability - regardless of right/wrong.

To me it seems:

He couldn't build consensus within the org around his opinion (critical skill in a Senior PM role). Regardless of the underlying issue, it seems he can't rally people around his idea. That makes me think either A) the idea is no good or B) you can't rally people very well.

He didn't look ahead - His actions and disagreement with his manager led to his departure. We only have one side of the story here but im guessing him and his manager didn't get along often.

After departure( i get that he's bitter) he decided to release this confidential information. Even communications from Discover personnel that have nothing to do with the issue - I have an issue with that and would not trust this individual.

I am not defending Amazon or Management, merely disagreeing with the notion that this is an individual you want as a Senior PM. All in all, it seems this employee/manager relationship failed big time, and I would put some blame on both sides.

[srean]

I am sure you have heard the bengali version of the phrase that you can bring the horse to the water but not make it drink it. If someone is determined on a path, no amount of evidence or convincing is going to change that. The allegation of 'failed to build consensus' is just plain apologism and an oft used and convenient one, very frequent in abusive relationships, "you should have stopped me from beating you but you didnt, your fault".

[vnnn]

Dude, he wasn't able to rally people around the idea of not lying, because everyone around him happened to be a crook. :)