In this episode, you’ll hear:

• Why product managers shouldn’t own bug tracking, tech debt, or architecture decisions
• How blurred boundaries between product and engineering lead to burnout and quality issues
• The difference between being responsible for a product and owning another team’s work
• How legacy IT and project-based mindsets still shape modern product orgs
• Why treating engineers as “order takers” breaks down in evergreen product environments
• What strong engineering leadership should own (and why that matters)
• When it does make sense for product to step in—especially around communication and coordination

Key ideas worth calling out:

• The product trio owns the “what”; engineering owns the “how”
• Product managers are not people managers for engineers—and shouldn’t be accountable for engineering quality
• If quality is a problem, the solution is escalating and fixing the system, not managing individual bugs
• Skilled engineering teams naturally push back when boundaries are crossed—and that’s a good thing
• Removing the PM as a middleman creates better flow and clearer ownership

Practical takeaways:

• Create direct paths for stakeholders to get bug status without routing everything through product
• Use dashboards, shared tools, or Slack channels instead of one-off updates
• Escalate systemic quality issues to engineering leadership, not individual contributors
• Advocate for real engineering leadership if your org expects product teams—not IT teams

Resources & Links:

• Follow Teresa Torres: https://ProductTalk.org
• Follow Petra Wille: https://Petra-Wille.com