This is a good article. As someone who has now done both for a long enough time to know the roles well, nearly all of this rings true to me. As an engineer, I

This is a good article. As someone who has now done both for a long enough time to know the roles well, nearly all of this rings true to me. As an engineer, I almost never had time to pay attention to high-level business needs, because I was too deep in the weeds of a specific problem. I hated meetings and bureaucracy. As a startup founder, I was torn between the need to pay attention to high-level business needs, and suffered when I spent too much time in the code, but there wasn't a choice. As a PM, I regret not being able to spend time on engineering details, because I spend most of my time working on higher-level issues. That said, if I could wave a wand and make one change to the current industry, it would be to make 100% of PMs have deep knowledge of engineering. I have no idea how you do the job well without this experience, other than living in a constant state of fear. Too many PMs are bad engineers or worse, non-engineers. This is a recipe for an ineffective PM.