Handing off technical coordination and leadership to PMs is a recipe for problems, IME. A TPM isn't going to spot that two different other engineers have differ

Handing off technical coordination and leadership to PMs is a recipe for problems, IME. A TPM isn't going to spot that two different other engineers have different mental models of the proposed specs. A TPM isn't going to spot the edge cases that could turn into future bugs without carefully revisiting the design. A TPM isn't going to put your rollout plan together so all the services do all the things in the right order. I've seen organizations that will tell you, when you reach a certain point as an individual contributor, that "they aren't paying you just to code anymore," and that covers a fair amount of "glue." And that "you don't want a PM/TPM doing it" thing is covered in the linked article to, but it fits what I've seen, male or female. The PMs and TPMs I've worked with were not deep in the code of the projects they were working on, so it would be impossible for them to be technically deep enough to do all that glue work. You need someone putting engineer-level time into engineer-level stuff. I'll let my TPMs and PMs run down a lot of other stuff for me, but not the detailed engineering problems. That's my responsibility as an engineer, not something I can offload just because it's "not coding." Which takes me back to saying you should foster - and promote - well-rounded "not just coder" engineers.