It doesn't really work for me: a) Wearing my business owner hat I don't see that your product managers will be able to split up the work in effective ways to d

It doesn't really work for me: a) Wearing my business owner hat I don't see that your product managers will be able to split up the work in effective ways to deliver business value early without having an in-depth understanding of our business. I don't know of anybody who outsources product management. b) Wearing my developer hat a major part of my skill set is the conversation you have with product owners about the work they want done, the value they want out of it, the alternatives available, etc. The original request for X can rapidly transform into Y with a bit of Z. By cutting the developer out of the loop with the product owner I'm likely to deliver less value for time spent. c) Anybody who has worked with large distributed teams on product development knows that communication and integration is hard. This model would seem to be adding in extra layers that will only make it harder. There isn't a team - there's a bunch of separate developers who's reward is tied to their piece of functionality rather than the product. ... so colour me unconvinced with the model as stated.