Lately, conversations around our office at Jolt Capital feel like something straight out of a Targaryen family dinner scene from 'House of the Dragon'—intense, spirited, occasionally fiery. But instead of dragons or the Iron Throne, our debates revolve around something a little less mystical but equally transformative: how artificial intelligence is reshaping the roles of software engineers and product managers.

I've been working closely with technology startups for decades now—first at Sinequa, later at Evercontact, and currently as CTO at Jolt Capital. In all these roles, I've witnessed a common theme: engineers who deeply understand the product tend to anticipate customer needs even better than dedicated product managers. AI, by drastically reducing the time spent on mundane tasks like debugging and repetitive coding, amplifies this phenomenon. McKinsey recently predicted that nearly half of coding tasks could be automated by 2030, which leaves engineers with significantly more bandwidth to engage in strategic, user-centered product design.

I'm not saying product managers should worry about job security. Not exactly. I've always admired Rands in Repose’s provocative take: "You don't need Product Managers." This isn't about eliminating PM roles, but rather acknowledging the reality that boundaries between "product people" and "coding people" are rapidly dissolving. Engineers, empowered by AI tools, are now able to swiftly prototype and iterate based on user feedback without waiting for detailed specs or lengthy strategic meetings.

Think about it: if your coding assistant handles 80% of the routine work, what happens to the role of the engineer? They naturally shift toward a stronger focus on user experience, strategic experiments, and product direction. It becomes less about managing code and more about shaping user journeys. The other day, a tech blog featured a user frustrated when an AI assistant refused to write their code, claiming it was "completing their work." This sparked an amusing yet critical debate at our office, reminding us how essential it is to define clearly what role AI should and shouldn't play in our workflows.

In Europe, we're uniquely positioned to lead this transformation. Historically, we've been cautious—sometimes even hesitant—in our approach to adopting bold new software trends, compared to Silicon Valley’s "move fast and break things" mantra. Yet Europe's strength lies precisely in its meticulous engineering culture and commitment to privacy, data security, and regulatory compliance. Recent data from the European Commission underscores our increasing investment in AI and deeptech research, pointing towards a promising intersection of robust technology and thoughtful user-centric design.

At Jolt Capital, our own AI-driven platform, Ninja, illustrates precisely this synergy. We built Ninja to automate routine analysis of millions of companies and streamline investment decisions. What's fascinating is not just how much work Ninja automates but how its existence transforms our team's roles. Instead of separating product decisions from coding tasks, our engineers quickly validate concepts by directly refining Ninja’s logic. The gap between idea and implementation shrinks dramatically, which makes product management less about dictating specs and more about facilitating rapid, iterative innovation.

Still, I understand skepticism from veteran product managers. Many fear that engineers taking on product leadership might lead to technical tunnel vision or an erosion of strategic clarity. That's a legitimate concern. But the answer isn’t to protect rigidly defined roles. Instead, PMs might evolve into strategists, orchestrators, and connectors who align quick iterations with broader business goals. Engineers can rapidly build prototypes, but seasoned product managers remain essential for their unmatched user empathy and market intuition.

Ultimately, roles will inevitably blur, especially as AI accelerates our workflows. Titles matter less than how effectively teams communicate, trust, and collaborate. If product-minded engineers leverage AI to accelerate innovation while experienced PMs focus on strategic alignment, user advocacy, and bigger-picture market trends, companies stand to gain significantly. Europe, with its disciplined yet innovative tech ecosystem, might just set a global benchmark.

In short, AI isn't simply changing who writes code—it's reshaping how we think about product leadership altogether. I'm optimistic, not because AI makes things easier, but because it frees our best engineers and product thinkers to tackle genuinely impactful problems. For those worried about becoming obsolete, consider this: AI is a tool, not a competitor. Embracing this reality might just give us the edge we need, perhaps making the next Targaryen dinner less fiery—and certainly more productive.