Lenny Rachitsky

And he had this really interesting point that as engineers can do so much more, PMs are getting squeezed because they have to stay on top of so many things, so many features, so many ideas, so much doc, so many things being said to them.

And there's this push for PMs at companies to ship yards, build stuff themselves.

And what we took away from that chat is like the leverage that PMs often have is a lot higher, not spending time coding and shipping.

But instead, just like staying on top of all this stuff.

And he's like, we need more PMs now.

There's so much for PMs to do because engineers are so fast.

So there's still need for like prototyping to explore ideas and ideate and get feedback and align.

But he had an interesting take that like, I don't want to be like, it's better I don't spend time shipping stuff.

It's better I do higher leverage work as a PM.

That is such a good distinction and it makes all the sense.

Basically, it's make yourself scale through software as much as possible.

There's a big opportunity and it's fun.

It's like you're building your own thing.

That's right.

That's right.

That is such an interesting insight that the logo like used to be fancy to have all these logos in your resume.

And now you're saying sometimes that may hurt you because that company is not seen as a very AI forward company.

And second of all, people are looking for just like, what have you actually done?

Are you actually aware of what's going on?

So what you're saying there, which is a really powerful point is that the skills that used to be really valued in product managers are changing pretty substantially.