In the end, for me personally, I give people respect for their roles and the benefit of the doubt that they're in the position for the right reasons. But when I don't get that kind of thing in return then it just pisses me off. What I realized along the way is that I don't want to be in charge of things like this, it's simply not for me, at the very least it isn't on that team. Maybe that will change with the right people but the whole thing soured me on management in general and I will avoid it like the plague.

I'm pretty bitter about it all still, but it's a combination of a lot of things beyond this particular bit I shared. All I can say is I'm glad I am no longer in that role, it was slowly killing me.

The biggest problem there is that it's a statistical gamble, and often times the damage isn't apparent for months or years later, which is plenty far enough removed from the decision that the manager isn't going to remember let alone realize "he told me so." And you reporting "I told you so" even in very easy, factual, and respectful professional language will typicall not be well received. There's also a decent chance that when the thing breaks or you get breached, you'll be blamed for it, or at least be on the defensive.

Now that said, I've worked with a lot of IT/engineering people who are pretty obstructionist to normal business operations and sometimes need to be told, "yeah, we're accepting the risk, move forward with the plan." Sometimes it's for good reasons, other times it's just our normal humanity asserting itself in different ways. It's a hard problem for sure.