I've worked without a product manager before and it was not a pleasant experience.

Without a PM: I conducted customer interviews, wrote up product requirement docs (PRD), and iterated with design on the mocks. On top of that, I had to implement the whole feature (while tweaking things with a designer), and also juggling another track of technical work.

This would be fine if I was a founding engineer, but I'm not and wasn't being compensated enough for the extra workload. And sure, now with LLMs the coding portion would be smaller, but there would still a lot of context switching and one might not able to do technical deep dives into things with all the meetings. All those meetings.

So don't overlook your PM.

I hear you, a lot of engineers have been there. Things are changing though, roles are evolving and the org chart is starting to flatten.

A couple of things worth separating: strategic direction in most orgs is already handed down from the VP or exec level, the PM is usually executing on that mandate.

Now that coding agents exist, both the PM and the engineer end up prompting a coding agent. So, over time, the roles converge and product ownership just becomes part of building.