> For example I have to set and square requirements of a technical nature (sometimes down to details) with each of these parties. Without knowing the specifics

> For example I have to set and square requirements of a technical nature (sometimes down to details) with each of these parties. Without knowing the specifics of your company, this feels like a needless managerial role. These are the things you want to trust your people with, so you can focus on the bigger picture. I mean, if you are taking away technical planning from an engineer, what real engineering work is left? Your final paragraph is a better example of the manager's role. To shield the outside world. To deal with problems of the people on the outside (clients, investors, etc.). The team should come to you with problems that arise, but you should generally not need to go to the team at all.