A people manager isn't the person to build consensus between teams (necessarily). With complex technical problems, designs and discussions, it's the people with

A people manager isn't the person to build consensus between teams (necessarily). With complex technical problems, designs and discussions, it's the people with deep technical expertise and good communications skills who will play this role. At my previous employer, these were called "technical architects" but whatever you call them, they are not usually in the "manage other people" role.