Cabletron i Enterasys

Przez cztery i pół roku rola przeszła przez cały łuk inżynierii producenta: inżynierię terenową i wsparcie posprzedażowe, inżynierię systemów i przedsprzedaż oraz, od 1997 roku, certyfikowane szkolenia. Tematem była ówczesna korporacyjna sieć LAN i WAN: przełączniki i routery, Wi-Fi i WLAN, zarządzanie siecią, NAC i UAC oraz zapory ze stanową inspekcją. To tutaj dyscyplina projektowania rozwiązań, wdrożeń, audytu, rozwiązywania problemów i zarządzania eskalacjami była ćwiczona po raz pierwszy, i to tutaj nauczanie po raz pierwszy weszło w pracę.

Wracając do linii jako menedżer usług i wsparcia, nacisk kładziono na linię produktów Secure Routing, z Enterasys jako regionalnym punktem skupienia dla Brazylii. Praca łączyła wsparcie klienta na wysokim poziomie, złożone rozwiązywanie problemów i zarządzanie eskalacjami z lokalnym zarządzaniem produktem. Powierzchnia techniczna urosła i obejmowała teraz zarządzanie siecią, NAC i UAC, wykrywanie i zapobieganie włamaniom oraz SIEM, obejmując switching i routing korporacyjny. Enterasys został później przejęty przez Extreme Networks w 2013 roku, zamykając krąg, który łączy tę wczesną pracę z platformą nauczaną do dziś.

None of this happened at a desk. It meant pulling cable under the petrol-ship pier at São Sebastião for Petrobras, alongside the country manager and nearly the entire local team, because the deadline and the late-fee clause left no other option. It meant climbing metal structures to mount antennas at the top, and crawling through tight, dusty spaces, always in full business attire, designer tie included. It meant constant travel by car, plane, and taxi, and waking up more than once not sure which city it was. It also meant meeting a great many people and making friends and acquaintances along the way. The work was physical, relentless, and, in its own way, a privilege.

Where the work went is its own kind of résumé. The customer list ran across the Brazilian economy of the era: the datacentres of national and international banks and credit-card processors, the BM&F futures exchange, and investment and stock-trading brokers; Rede Globo across many sites in Rio de Janeiro and São Paulo, Editora Abril, and print and cable-TV media; Petrobras throughout both states, Votorantim and VCP, and chemical and pharmaceutical industry; airlines, national bus-line operators, insurers, call centres, retail and fast-food chains, construction and development firms; mobile-phone and cable operators; federal, state, and municipal government; and large, geographically distributed university campuses. Few weeks looked alike.

The connectivity of the era deserves recording, because the numbers sound implausible now. The São Paulo office reached corporate headquarters in Rochester, New Hampshire over a 256 kbps private line. That single link carried an entire country operation: mail, file access, internal systems, and whatever else needed the other end. Brazil held 134.141.239.0/24 out of Cabletron's own registered space, and it was possible to reach the internet through the United States over that private line - though in practice the local Brazilian connection carried most of it, at either 2 or 10 Mbps depending on which year is being remembered, and that uncertainty is left standing rather than resolved into a false precision. Dial-up did the rest. The modems were USRobotics Sportsters, replaced as the speeds stepped up through 14.4, 28.8, 33.6 and finally 56k, with a pair of the more expensive Couriers arriving as a gift from a client - which is roughly how anyone outside a corporate purchasing department came to own one.

Returning to the lineage as a services and support manager, the focus was the Secure Routing product line, with Enterasys as the regional focal point for Brazil. The work combined high-level customer support, complex troubleshooting, and escalation management, including the demanding escalations that came in from a key account, Petrobras in São Paulo, with localized product management alongside. The technical surface had grown to include network management, NAC and UAC, intrusion detection and prevention, and SIEM, across enterprise switching and routing. Enterasys was later acquired by Extreme Networks in 2013, closing a circle that connects this early work to a platform still taught today.

One thread from the Enterasys years deserves recording precisely, because it is easy to overstate. This was the height of policy-based networking, Enterasys built its Secure Networks architecture around role-based access and 802.1X, and the work sat in close, constant contact with the demanding world of contact-center networks and the Avaya and Cisco IP-telephony systems running on top of them. The familiarity ran deep, but it was familiarity from the network side. The role was never unified-communications engineering; it carried no telephony certification and no hands-on UC work. What it delivered instead was the layer all of that depends on: a secure, redundant, resilient, monitored, guaranteed always-on superhighway for voice and mission-critical traffic. Being clear about where that line sits is part of describing the work honestly.