Why PMs are Leveling up into AI Product Engineers | Sarah Jacob Singh, CPTO (Medbridge)
Sarah Jacob Singh, CPTO at MedBridge, explains how AI is accelerating a new hybrid role: the product engineer; and reshaping how product and engineering build value together.
TL;DR
Today, we’re joined by Sarah Jacob Singh, CPTO at Medbridge, a digital healthcare platform.
In this episode, Sarah shares:
Why AI means all companies have to act like startups again, with product more tightly integrated from engineering all the way to go-to-market
How many Product Managers are evolving into Product Engineers - building prototypes, shipping code, and helping developer teams innovate faster
The ways Medbridge is leveraging AI-enabled Product Engineers to ship big bets weekly instead of quarterly
1. Product teams can’t ship great products alone (3:00)
Sarah learned early in her career that building a product isn’t enough. If GTM teams don’t fully understand what’s shipping, customers won’t either:
“It’s not enough to just kind of be siloed and build it. You have to work with product marketing and sales enablement to make sure that all of the great stuff that’s being built is actually being delivered to the sales team in a way that you want them to talk about.”
What product leaders can do:
Put product and GTM in the same weekly operating rhythm
Prioritize message clarity as much as feature delivery
2. AI shifts the bottleneck from engineering to product and customer validation (9:43)
Engineering isn’t the slow part anymore:
“We’re seeing huge shifts in the ability to just literally deploy code way faster.”
But faster code is useless without faster learning:
“The engineer’s time should be focused on what is complicated, and then getting the customer feedback. The feedback loop also now becomes smaller.”
What product leaders can do:
Move engineers into the discovery cycle, not after it
Give PMs tools and skills to close the loop themselves
Treat customer validation as the true velocity constraint
3. AI is breaking the old boundaries between product and engineering (10:00)
Sarah says, “This idea of there needs to be tension between product and engineering — I think that is a very outdated idea in the age of AI.”
Teams are suddenly able to move faster than their development processes allow, and roles must evolve to keep up. Sarah’s own role, as both a Product and Technical lead, demonstrates this collaboration.
What product leaders can do:
Normalize PM-built prototypes so engineering only tackles the complex problems
Co-own success: shared roadmap, metrics, and user outcomes, not just delivery milestones
4. The rise of the “Product Engineer” (11:50)
Sarah predicts a major shift in R&D org structures:
→ PMs writing small code changes
→ Engineers joining customer calls
→ Joint ownership of prototypes, MVPs, and learning
“Somewhere in the middle is going to be this AI-enabled product engineer. I bet 10 years from now, that is the primary position in R&D.”
At MedBridge, it’s already happening:
“The MVP will be built by the PM. Then, the engineer can go back and be like, I know exactly what to do to make this a post-MVP product.”
Why this matters
Fewer hand-offs → less misinterpretation → faster validation.
Links
Chapters
00:00: Introduction
01:53: Sarah’s career journey
03:56: The expanding role of product management
08:22: The impact of AI on product and engineering
11:35: Prototyping and feedback loops
17:20: AI adoption in healthcare
19:04: What is the “product engineer”?
22:47: In-house vs. Purchased solutions
29:13: Medbridge’s upcoming hackathon
30:54: Conclusion
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