[majormajor]

At that point what's the value add of the PM (and maybe even the consulting company entirely), if the PM is just doing doing custom stuff? How many of those can the customer solve themselves with Fable? OR the support agent at the vendor without needing to take it to a PM?

PM in this sort of company—where there's no grand unifying vision vs just responding to customer requests—is the sort of almost-entirely-paperwork role that starts looking less necessary when you can have LLMs summarize all those comms and "analysis."

[Schiendelman]

I edited my comment to make my point more clear, since I think a lot of folks don't know what a PM does.

If your PM isn't defining a clear strategy, your PM is probably inexperienced and/or overloaded. It sounds like you might have experiences like that.

I think a good PM needs three big skillsets: Customer discovery, Strategic planning, and leadership alignment. The second and third are easier to learn academically. This kind of role is ideal for learning the first.

[cweld510]

The PM’s job in this situation is to articulate some sort of high level strategy generalizable across customers, based on information gathered from customers, which includes feature requests but is more than just that.

[fmajid]

Good PMs are more than ICs, they are also a force multiplier for the engineers they work with.