Amazon’s latest email from “Ethan R., Executive Customer Relations” did sound different. For the first time, he acknowledged that he had missed my earlier replies. Up until now, every message he sent ended with an invitation: “Please don’t hesitate to reply to this email with any questions or concerns.”
So I did reply. Twice. Nothing. Crickets. Until now.
That change of tone is welcome, but it doesn’t erase the reality: Amazon, with resources larger than many nations, has failed to resolve what is essentially a phone number verification glitch. A problem that any properly briefed technical team could solve in a single conference call has instead dragged on for weeks.
Meanwhile, the disruption to my professional work has been immense. Hours upon hours lost, stress that keeps mounting, and royalties trapped in limbo.
In my latest reply to Ethan, I asked three simple things:
- A clear, realistic timeline for reinstating my account access.
- The immediate release of my trapped royalties.
- Confirmation that every future reply I send will be read and acknowledged.
And yes, I also asked for confirmation that Ethan is a real human being — not just a sophisticated autoresponder with a name. The polished but strangely disengaged tone of his earlier emails makes that a fair question.
As with Adobe in the past, the contrast is glaring. Adobe resolved a similar issue quickly. Amazon, despite its monumental infrastructure, cannot (or will not). That raises bigger questions about accountability inside the world’s largest retailer.
This blog remains my public record. What I’ve written privately to Ethan, I write here too. The clock is ticking.
Lesson for Amazon
[When customers highlight a problem, they’re not just asking for a technical fix, they’re testing whether your organisation values them enough to act swiftly. Amazon has resources greater than many governments, yet it stalls over a glitch that smaller companies have resolved in hours.
The lesson? Accountability scales poorly unless leadership makes responsiveness a priority.
If you want to retain trust, show that your processes—and your people—can match the urgency of the moment. Otherwise, silence does the speaking for you.
Amazon pages:
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