software engineer

senior software engineer

program manager

product manager

senior program manager

Microsoft

●	Dataload, management and upload of Australian Electoral Commission (AEC) data for the 7 Australian States.  
●	Expertise in architecture, configuration and deployment of ePASS version 2.14.x/2.16.x/4.1.x/4.2.x and finally 6.x.x 
●	Point of contact for initial diagnosis of problems, for a system or sub-system or apply known solutions, including documenting problems, progress checking, and escalation to ensure resolution discussion with Bravura vendor, Business Team and off-shore development team. 
●	Follow-up in relation to improvement with ePASS response times, performance resolution and troubleshooting aspects within tomcat web tier/JBOSS and Ant application tier/MS SQL Server database tier and/or integrated ComSAS IBM DB2/Capital Oracle projects.   
●	Key contributor for providing sampled scrambled data to Bravura for the ePASS versions (2.14.x/2.16.x/4.1.x/4.2.x and finally 6.x.x) upgrades and then architecting the infrastructure, deploying the military and civilian super funds onto the new hardware infrastructure. 
●	Managing activities like building new database environments for applications, installing SQL related software like ePASS, RazorSQL, Helpmaster Pro, MiAudio, Zeacom  & SQL Server 2012
●	Mentoring a team of 6-10 Junior DBAs in data modelling, design and cost-effective scripting so as to be propagated to Test, UAT and Production environment 
●	Creating databases for new applications; setting up recovery and DR processes and configuring Log shipping. Implementing Advanced Compression and Restore methods for databases.
●	Setup of HADR with Synchronous one secondary replica using SQL 2016. The data is replicated to DMZ remote site.
●	Implementation of Government Stipulated Security guidelines and policies which included granting access to only DoD individuals who had Highest Security Clearance.  
●	Maintenance of vendor SSRS reports and creation of in-house Business Intelligence reports to generate heat-map and comply with Government SLA policies.
●	Creation of data dictionary for future analysis of Datawarehouse and migration of SSIS packages onto newer infrastructure. 
●	Architecting and implementation of solutions onto production servers. Strong SQL database upgrade and migrations onto newer OS platforms or replicated platforms using VMWare (VCenter) or Hyper-V.
●	Creating and maintenance of web-portals for Government Clients using SharePoint 2007 or 2013.
●	Analysing, designing, building and implementing Cloning of PROD and other environments (e.g. to investigate production issues) using scripting, SQL and PL/SQL
●	Designing, creating and automating job schedules and implemented them through SQL Server
●	SQL Server, SQLIO, Redgate Toolbelt and MSBSA installation, configuration, health check and monitoring 
●	Architects and other stakeholders for database design issues (Business Intelligence Databases, Cloud computing)
●	Creating backups and restore points; export/import of databases for migration.
●	Working on Databases running into multi-Terabytes (TBs); Used internal feature for moving large volumes of data between MS SQL databases; Troubleshooting DB connectivity & availability issues
●	Perform day-to-day BAU support tasks like backup and recovery of databases, Monitoring PROD and NON-PROD backup jobs, catalog maintenance, refreshes, troubleshooting various scenarios, taking actions on alerts from SQL Jobs and other automated tools, performance monitoring and tuning using SQL advisors, code review for projects, ensuring accuracy, integrity and security of application data are maintained, on-call support etc.
●	Other BAU tasks like preparing documentation, including recording the procedures, standards, guidelines, and data descriptions necessary for the efficient and continuing use of the database environment.
●	Automation of day-to-day BAU tasks like health checks
●	OAT (Operations Acceptance Testing ) and DR testing from DB point of view
●	Monitoring DB/SQL performance and tuning using SQL Tuning Advisor, SQL Profiler etc. (supporting and analysing testing)
●	Generated vmstat, pmon reports on Windows to capture CPU, Memory, IOPS and Load Average utilization metrics at OS level. 
●	Performance tuning using Perfmon, Resolving Lock and Latch contention. 
●	Administering database maintenance activities (Starting/Stopping/Garbage cleanup/Purging old files/Index rebuilds etc.)

A typical day started off with reviewing, sorting, and when needed - respond to over-night emails. In addition to team and company correspondence, they also consisted of automation test results and testing done over-seas. Next, I would review my bugs in the database to see what needed follow-up on for that day. In my last position, we would have a daily scrum to sync up with all our teammates on where we all were in our tasks and goals for the project. This is also where we would make agile decisions on our workforce and re-assign folks or create new tasks to help keep the project on track for its determined release date.
Before working at Microsoft, I was a video editor and award winning 3D animator. However, I didn't know very much about software development - just how to manipulate it to get my work done. Working at Microsoft, I learned on the job about how to perform software testing - specifically manual UI. In addition, I picked up a lot of general information on the use of Microsoft products and devices. I also learned a lot about corporate networking. Because I served on many teams, I got to understand on a deep level the following products: My Sync II, Point of Sale OS, Hyper-V, Zune, IE, and CE OS and many portable devices over the years.
Microsoft is a big company, so my experience won't represent the company so much as just a small part of it that I worked with. My managers were all great and very helpful. Because I started after the company had matured, the managers were very good about work/life expectations. That made it a very safe environment to work in. They all were hands-off management style - no micro-management. I flourish  when left alone to solve issues on my own and they knew to mange me that way.
I loved working with my co-workers. We were all very curious people and driven to get our jobs done. Now, this varies from person to person, but I found a wide range of people to learn from and later to help each day.
The hardest part of the job was the commute each day - lots of traffic. However, they allowed for flexible work hours which eased this most of the time. One other thing, when I was working there full-time, I found great waste in the tasks needed for the one-on-one meetings with my manager. The tasks were rarely looked at before rankings were set and yet that was the reason for the tasks. I found it a great waste of time. It was forced into the work that was needed to get done - which got in the way. When, in fact if the managers had a better understanding of how to better integrate this process - I wouldn't have wasted so much time. Coming from a background where I was pumping out TV commercials on a very strict deadline - I found the one-on-one process a huge waste of time. However, I do recognize the need to generate some sort of measurable results for employee reviews - this just didn't work well for me. I was used to my end product representing my usefulness, not side tasks. Fortunately, this last year they modified/dropped this practice. I don't know what replaced it - that was being still worked out before my contract ended. In the end, I found doing contract work there a better fit.
Innovation and the people were my most enjoyable parts of my job. It was fun to be a part of the process to develop new solutions for people's needs and the sharing of that experience with my co-workers. It was also a great environment to learn in - it was encouraged. Another side benefit was the global exposure to other people from around the world - I loved that.

Title: Microsoft: A Premier Workplace for Career Growth and Innovation

As one of the technology industry's pillars, Microsoft has continually set the standard for excellence not only in its products and services but also in its commitment to fostering a vibrant and supportive workplace culture. Having had the privilege of being part of the Microsoft family, I can confidently assert that it stands out as a premier company to work for.

First and foremost, Microsoft values its employees. From entry-level positions to seasoned professionals, everyone is respected and encouraged to contribute meaningfully. The company invests heavily in employee development, offering extensive training programs, mentorship opportunities, and avenues for career advancement. Whether you're looking to hone your technical skills or develop leadership capabilities, Microsoft provides the resources and support necessary for growth.

Moreover, Microsoft fosters a culture of diversity and inclusion. Recognizing that innovation thrives in environments where different perspectives are embraced, the company actively promotes diversity in its workforce. Employees from various backgrounds and experiences come together to tackle complex challenges, resulting in richer solutions and products that better serve a global audience.

One of the most striking aspects of working at Microsoft is its commitment to innovation. The company's mantra of "empowering every person and every organization on the planet to achieve more" is not just a slogan but a driving force behind everything it does. Employees are encouraged to think outside the box, experiment with new ideas, and push the boundaries of what's possible. Whether you're a software engineer working on cutting-edge technologies, a marketer shaping the company's messaging, or a project manager driving initiatives forward, there's a palpable sense of excitement and possibility at Microsoft.

Additionally, Microsoft places a strong emphasis on work-life balance and employee well-being. Flexible work arrangements, comprehensive benefits packages, and wellness programs are just some of the ways the company supports its employees' holistic needs. Whether you're a parent juggling family commitments or someone passionate about pursuing personal interests outside of work, Microsoft provides the flexibility and resources to help you thrive both professionally and personally.

Furthermore, Microsoft's commitment to corporate social responsibility is commendable. Through initiatives such as the Microsoft Philanthropies and sustainability efforts, the company strives to make a positive impact on society and the environment. Knowing that you're part of a company that prioritizes giving back to communities and reducing its environmental footprint adds a deeper sense of purpose to your work.

In conclusion, Microsoft is not just a technology company; it's a community of passionate individuals united by a common goal: to empower others and drive positive change through innovation. With its unwavering commitment to employee growth, diversity and inclusion, innovation, work-life balance, and corporate social responsibility, Microsoft stands as a shining example of what a great company to work for looks like. If you're seeking a fulfilling career where you can make a difference and grow professionally, Microsoft is undoubtedly an excellent choice.

I had the incredible opportunity to undertake an internship at Microsoft in Seattle, and I am delighted to share my review of this remarkable experience. From the moment I stepped foot into the vibrant Microsoft campus, I knew I was in for an exciting journey.

First and foremost, the internship program at Microsoft is thoughtfully designed to provide interns with a holistic and immersive experience. The onboarding process was seamless, with a warm welcome from the team and comprehensive orientation sessions that acquainted us with the company's culture, values, and goals. Throughout my internship, I was assigned to work on challenging and impactful projects that allowed me to apply my skills and contribute to real-world solutions.

One aspect that truly stood out during my time at Microsoft was the emphasis on mentorship and collaboration. I had the privilege of working alongside some of the brightest minds in the industry who were always ready to guide and support me. The accessibility of experienced professionals and their genuine interest in my growth fostered a learning environment that was both nurturing and inspiring. The regular one-on-one meetings with my mentor provided valuable guidance and feedback, ensuring that I stayed on track and maximized my learning potential.

The work culture at Microsoft is nothing short of exceptional. The company places a strong emphasis on diversity, inclusion, and creating an environment where every voice is heard. I felt welcomed and valued as a part of the team, with opportunities to engage in cross-functional collaborations and contribute to projects that aligned with my interests. The open-door policy and approachability of senior leaders further reinforced the sense of belonging and encouraged meaningful interactions.

Moreover, the abundance of learning resources and training programs offered by Microsoft is truly impressive. I had access to a wealth of online courses, workshops, and internal knowledge-sharing platforms that allowed me to enhance my technical skills and broaden my understanding of industry trends. The continuous learning opportunities provided by Microsoft ensured that my internship experience was not only about delivering results but also about personal and professional growth.

Beyond the workplace, Microsoft organized various social events and activities for interns to network, connect, and explore the vibrant city of Seattle. From team-building outings to networking events, these experiences created a sense of camaraderie among interns and helped build lasting connections with professionals from diverse backgrounds.

In conclusion, my internship at Microsoft in Seattle was an unforgettable experience that exceeded my expectations. The company's commitment to innovation, mentorship, and fostering a collaborative work environment is truly commendable. I leave this internship with invaluable skills, cherished memories, and a profound appreciation for the impact Microsoft has in shaping the future of technology.

I am immensely grateful for the opportunity to be a part of the Microsoft family, and I wholeheartedly recommend their internship program to any aspiring individual seeking a transformative and rewarding experience in the tech industry.

A Typical Day at Work: A typical day as a Global Strategic Principal PM is dynamic and multifaceted. It involves coordinating with various teams across different time zones, managing multiple projects simultaneously, and ensuring that strategic goals are met. The day often starts with reviewing project statuses, attending meetings, and addressing any urgent issues that arise. Collaboration and communication are key components of the role, requiring constant interaction with stakeholders to align on objectives and deliverables.

What You Believe You Learned: In this role, I have learned the importance of strategic thinking and effective communication. The ability to anticipate challenges and proactively develop solutions has been crucial. Additionally, I have gained a deeper understanding of global market trends and how to leverage them to drive business success. The experience has also enhanced my skills in project management, stakeholder engagement, and cross-functional collaboration.

Management: The management team is supportive and provides clear direction, which is essential for navigating complex projects. They foster an environment of trust and encourage innovation, allowing team members to take ownership of their work. Their leadership style promotes a culture of continuous improvement and professional growth.

Workplace Culture: The workplace culture is inclusive and collaborative. There is a strong emphasis on teamwork and mutual respect, which creates a positive and productive work environment. The company values diversity and encourages employees to bring their unique perspectives to the table. This culture of inclusivity and collaboration drives creativity and innovation.

The Hardest Part of the Job: The hardest part of the job is managing the complexities of global projects, especially when dealing with different time zones and cultural nuances. Coordinating efforts across various regions and ensuring that all stakeholders are aligned can be challenging. Additionally, balancing multiple high-priority projects simultaneously requires excellent time management and organizational skills.

The Most Enjoyable Part of the Job: The most enjoyable part of the job is seeing the successful implementation of strategic initiatives and the positive impact they have on the business. Collaborating with talented professionals from around the world and learning from their diverse experiences is incredibly rewarding. The opportunity to drive meaningful change and contribute to the company's growth is highly fulfilling.

With the incredibly large and diverse amount of jobs at Microsoft, any one review is going to paint a pretty small picture of the whole company.  Your success at Microsoft, while largely up to you, is also VERY much bound to the group you're working in.  For example, the Windows group periodically turns into a dumpster fire where it must certainly be the worst place on Earth to work.  Layoff's, lack of promotions, terrible work-life balance, etc... then the re-org comes, people get jumbled around, new people get hired and things stabilize for a year or two.  Then decay starts and the process repeats.  I've had 20 years to observe the cyclical nature of hire & fire at Microsoft, and there was also a time when I myself subscribed to 70 hour work week...but I wasn't rewarded for that additional effort, and in those 20 years I can honestly say that it's entirely up to you to manage your work-life balance, and pull yourself out of unsavory situations.  There's so many groups to work in at Microsoft that it can be detrimental to your soul and your career to stay parked in once place too long.  15 years in Windows was about 13 years too long, and I definitely have regrets.  The benefits have gone down-hill over the years, some of that was courtesy of ObamaCare.  Prior to Obama, Microsoft's Healthcare was absolutely top-notch.  Now, it's good but not anywhere near as great as it once was.  Same for the company store benefits... they used to be spectacular, now they're mediocre.  I often find better deals for Microsoft software and hardware by searching for them outside of Microsoft and my employee benefits.  Facilities have improved a great deal, but Microsoft is still clinging tenaciously to the open workspace model - regardless of data showing it harms collaboration just as much and as often as it helps it - it just depends on where you work.  In some places, you'll have a window office based on your seniority.  In other places, you'll end up doubled with someone else that has 20 years.  Some teams have budget and are willing to do what's needed to get the job done right.  Other teams, like Windows, will drag you through the mud, beat you down and drink your soul if you ask for something not already in scope - even if you provide proof that it would improve things.  Although Microsoft has a massively diverse culture and harps on the concept of "One Microsoft", it's so big that you still get the impression that groups do their own thing - like companies within the company.  Surface is its own beast.  Xbox is its own beast.  Windows is something else entirely.  Marketing & sales is … well … always lost.  It's VERY difficult to measure the size, scale and scope of Microsoft from your tiny position, and trying to thrive here can be quite tricky.  It's up to you to make your path at Microsoft, but you CAN be successful here if you pay attention to your surrounding and learn how to read the invisible writing on the wall.

The churn from reorganizations makes team and relational cohesiveness elusive, sapping the synergies of orgs and individuals.  It's like building a house and constantly having all the subs suddenly change multiple times.  The "new team" now has to figure out what was done, where the pipes and wires were laid, and frequently either busts into the walls to redo what was already done, or suddenly finds a short circuit due to mistakingly cutting into an wire or pipe, or has vermin infesting the structure because holes were left gaping because the person who was formerly working on structure was moved to a new job. Moreover, I have frequently observed that annual mandated quotas of 5-10% "poor performance" rating system forces out amazing colleagues, not because of poor performance, but due to meeting arbitrary quotas.  Ironically, the horrible impact to the churn mentioned above, plus the stress on staff, far exceed any theoretical benefit of "culling the poor performers."  (Yes, there are sometimes bonafide poor performers, but 5-10% a year? What changed?  MS hired them believing they were great.  So did really 5-10% suddenly become bad performers each year, or is there something endemic with the organization that could be at play here?  How much better would it be to really invest in those people assets to either get them the skills needed or help them find a great match for their skills and experience in another group?) I have had amazing bosses and brilliant colleagues suddenly disappear from the company because some GM or VP had to meet a quota number set by some HR "expert", rather than actual poor employee performance, instead trumping up some sudden poor low ranking. Many managers don't have the guts to stand up for their reports in fear that their own role may then be put on the chopping block.
Microsoft has a lot going for it in great employees, forward thinking creativity, but sadly has often ripped the guts out of promising programs and services and people's lives due to a propensity to theoretically prioritize "shareholder equity" over the very heart and soul of the corporation, it's people. 
Hopefully someday MS will recognize the incredible toll this churn takes on an organization and how the relational basket upset is a foundational factor in historical issues that have undermined some really amazing potential for MS. Meanwhile, when you consider the notion of hiring on at MS, be aware that even though the company tries to keep it hidden behind the curtain, they have a quota performance system in place, and they use reorgs as cover-ups for the process. You may be an amazing asset to the company, but you may be ushered out one day because a VP has to meet their annual staff reduction quota.

As a Program Manager at Microsoft, I've had the opportunity to witness firsthand the company's commitment to innovation, quality, and customer satisfaction. Microsoft's culture fosters collaboration, creativity, and continuous improvement, which are essential for driving successful projects and products.

One of the key strengths of Microsoft is its diverse range of products and services, spanning across software, hardware, cloud computing, and artificial intelligence. This breadth allows Program Managers like myself to work on a variety of projects, from developing cutting-edge software applications to launching groundbreaking hardware devices.

Microsoft's emphasis on customer-centricity is evident in everything we do. Program Managers are encouraged to deeply understand customer needs, pain points, and preferences, and to translate that understanding into tangible features and solutions. Whether it's through user research, data analysis, or customer feedback mechanisms, Microsoft prioritizes delivering products that truly resonate with users.

Another aspect that sets Microsoft apart is its strong focus on quality and reliability. Program Managers work closely with engineering teams to define clear quality standards, establish robust testing procedures, and continuously monitor product performance. This commitment to quality ensures that Microsoft products not only meet but exceed customer expectations in terms of reliability, security, and performance.

Furthermore, Microsoft's dedication to innovation is unparalleled. Program Managers are encouraged to think outside the box, explore new technologies, and push the boundaries of what's possible. Whether it's through pioneering advancements in artificial intelligence, cloud computing, or mixed reality, Microsoft empowers Program Managers to drive meaningful innovation that positively impacts both businesses and consumers.

Of course, like any large organization, Microsoft also faces challenges. Navigating complex organizational structures, aligning diverse teams, and managing competing priorities can sometimes be daunting. However, the company's strong leadership, clear vision, and collaborative culture help mitigate these challenges and enable Program Managers to thrive in a dynamic and fast-paced environment.

Overall, my experience as a Program Manager at Microsoft has been incredibly rewarding. The company's unwavering commitment to innovation, quality, and customer satisfaction, combined with its vibrant culture and talented workforce, make it an exceptional place to work. I'm excited to continue contributing to Microsoft's success and shaping the future of technology alongside some of the brightest minds in the industry.


Work-life balance is indeed a topic of debate, and achieving it can vary greatly from person to person. The concept of work-life balance refers to finding a harmonious equilibrium between one's professional and personal life to lead a fulfilling and less stressful life. Here are some points to consider in this ongoing debate:

Subjectivity: What constitutes a balanced work-life situation is highly subjective. For some, it might mean working fewer hours, while for others, it might involve pursuing a career passionately without strict time constraints. It can also depend on personal values, preferences, and life circumstances.

Career Choice: The degree to which work-life balance can be achieved often depends on the type of job or career one has. Some professions naturally demand long hours and high levels of commitment, making it challenging to maintain balance.

Technology: The advent of technology, particularly smartphones and remote work tools, has blurred the boundaries between work and personal life. While this can offer flexibility, it can also make it more challenging to disconnect from work.

Company Culture: The workplace culture and policies of an organization play a significant role in determining work-life balance. Companies that prioritize employee well-being, offer flexible schedules, and promote a healthy work environment tend to foster better work-life balance.

Self-Management: Achieving work-life balance often requires strong time management and boundary-setting skills. Individuals need to establish clear boundaries, prioritize tasks, and learn when to say no to additional work commitments.

Changing Priorities: Work-life balance is not static and may evolve over time. What is balanced at one stage of life may not be the same in another. Family, personal goals, and other life circumstances can influence one's definition of balance.

Health and Well-being: An essential aspect of work-life balance is maintaining physical and mental health. Neglecting personal well-being can lead to burnout and negatively impact both personal and professional life.

Support System: Having a strong support system, including friends and family, can make it easier to achieve work-life balance. They can provide emotional support and help manage responsibilities.

In conclusion, while achieving work-life balance can be challenging and subjective, it is possible with conscious effort and effective strategies. The key is to define what balance means to you personally, set boundaries, manage your time wisely, and prioritize self-care and well-being. Additionally, advocating for supportive workplace policies and seeking work environments that align with your values can also contribute to a better work-life balance.

I am  on my second tour of duty at Microsoft.  I was there in the 90's when Bill Gates was still CEO, and I came back in 2010 when Steve B was still here and Satya has since taken over.  

It is still a great place to work with respect to learning about, and implementing, new technology.  They also provide many opportunities to get involved in side-projects to expand your exposure to new technology.  There is also AMPLE opportunity to get career and technical mentoring there. 

They still have the **BEST** employee benefits compared to anywhere in the US.  I would still recommend MSFT to college graduates looking for initial technical skill development so they can  move on to something else.  Compensation has never been stellar at MSFT - but its good enough.  Work/Life balance has improved greatly since the 90's.

However, I would no longer recommend it as a place to climb the ladder or get job advancement.  MSFT has taken more to hiring people from the outside, and preserving their middle-management 'in-crowd' by continually providing lateral transfers to that group in order to maintain the careers of the anointed few.  They have also implemented regional hiring practices to the detriment of many.  Thus, even though you may do great promotion-worthy work in Redmond, WA, you will not get the job if the company decides that the job has to be filled in Las Colinas, TX!    

Sadly their culture of late has gone off the deep end injecting west-coast political-correctness into the work place. They are on board with all of the 'sanctuary' politics of the day. The SLT is very self-righteous about it and has taken a 'take-it-or-leave-it' attitude about it, no matter how much it offends people.   I am often left scratching my head about what any of this has to do with 'the business' and shipping quality technology.  Injecting politics into the workplace has never been a good idea and it will eventually drive quality people away from the company IMHO.

Additionally, they are all about the new 'growth mind set' - which is perfectly fine in and of itself.  Sadly, they have implemented that as a performance evaluation tool as opposed to a cultural goal.  Unfortunately, its been my experience that no one in management has a consistent or informed idea about how that is defined nor can they provide any specifics on what it looks like in practice.  I strongly doubt that the vast majority of MSFT mangers have even read Carol Dweck's fine book Growth Mindset.  Ask 1000 managers and you will get 1000 different answers.

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