There are a lot of comments in here about how project managers get in the way of good engineering and building a commercial enterprise. I suspect many people on

There are a lot of comments in here about how project managers get in the way of good engineering and building a commercial enterprise. I suspect many people only read the first few paragraphs of the article, because this misses the point. Page, like many engineers, wasn't able (yet) to do a lot of what was required to turn good engineering into good business. His instict wasn't right - it was wrong. He eventually realsied that, matured, and returned to the helm of the organisation later. I've found there's often a quiet but strident feeling shared amongst engieneers that we are smarter than everyone else. This leads to us being very impatient with opinions and worldviews we don't agree with or understand. There is more to relationships and business than being clever and being a great engineer. Some of the comments even go as far as to classify the engineers as value creators and the non-engineers as value extractors! How patronising can you get. If finance, marketing, leadership, sales, etc wasn't needed then they wouldn't get hired. They could hold a similarly unbalanced view that engineers are just paid to build a thing, and that the thing is pointless until they convince others to finance its real development or buy it.