Synthèse
Product managers are the connective tissue of their organizations. They translate between engineering, design, leadership, sales, and support. That translation work generates an enormous amount of context transfer: meetings to align, documents to write, tickets to update, decisions to record. Most of this context transfer is manual. Someone watches a meeting and writes up the notes. Someone sees a bug and spends ten minutes describing it in a ticket. Someone gives a demo and then re-explains it
Product managers are the connective tissue of their organizations. They translate between engineering, design, leadership, sales, and support. That translation work generates an enormous amount of context transfer: meetings to align, documents to write, tickets to update, decisions to record. Most of this context transfer is manual. Someone watches a meeting and writes up the notes.
Someone sees a bug and spends ten minutes describing it in a ticket. Someone gives a demo and then re-explains it three more times to people who could not attend. Each of these moments is a candidate for automation. Not the thinking or the deciding, but the transcribing, formatting, routing, and documenting that follows every decision and every discovery.