> Voila: you've re-invented product management.

This is a names vs. structure thing. For a moment, taboo the term product manager.

What I'm suggesting is a low risk way to see if an engineer has an aptitude for aligning the roadmap with what the users want. If they aren't great at it, they can go back to engineering. We also know for sure that they are technically competent since they are currently working as an engineer, no risk there.

The conventional wisdom (bad meme) is going to the labor market with a search term for people who claim to know what the users want, any user, any problem, doesn't matter. These people are usually incompetent and have never written software. Then hiring 1 and potentially more of the people that respond to the shibboleth.

If you want the first case, then you can't say "product manager" because people will automatically do the second case.

Putting on a PM hat is something I've been doing regularly in my engineering career over the last quarter century. Even as a junior (still in college!) at my first job I was thinking about product, in no small part because there were no PMs in sight. As I grew through multiple startups and eventually bigger brand name tech companies, I realized that understanding how the details work combined with some sense of what users actually want and how they behave is a super power. With AI this skillset has never been more relevant.

I agree your assessment about the value of good PMs. The issue, in my experience, is that only about 20% (at most) are actually good. 60% are fine and can be successful with the right Design and Engingeering partners. And 20% should just be replaced by AI now so we can put the proper guardrails around their opinions and not be misled by their charisma or whatever other human traits enabled them to get hired into a job they are utterly unqualified for.