The following is adapted from Build What Matters. During my time at eBay, from 2001 to 2005, product management was run by a few different leaders. When I first joined as an entry-level product manager, Marty Cagan was leading product management and design, and there was a true appreciation for the innovative role that product management played. After he left, the engineering leader stepped in to fill his shoes. Her perspective was that product management’s job was to feed the engineering beast, producing volumes of product requirements documents (PRDs) that would keep thousands of developers busy. The joint product and engineering team became extremely efficient at delivering lots of code, less so at delivering consistent results.