Lots of hubris coming out of this article, and likely a healthy helping Dunning-Kruger as well. Product-level thinking isn't confined to PMs. In fact, a good e

Lots of hubris coming out of this article, and likely a healthy helping Dunning-Kruger as well. Product-level thinking isn't confined to PMs. In fact, a good engineer should be conversant on the most important aspects of the product they work on, and care about many of the same metrics. Having a good product function in a company can be very impactful when it comes to scoping and prioritizing, validating ROI, understanding what success looks like, and ensuring that people take into account the real cost of the work they do. Sometimes this means making sure that engineers aren't just building things they think are fun but pose no real ROI, or asking engineers for things they don't feel like doing, or -- the gravest of all crimes -- asking for status on in-flight progress, perhaps even in person. This is why these folks draw the ire of some of our less mature fellows.