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In this episode, Dave and Jamison answer these questions:

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   Hi, thank you for the great podcast!

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   I work for a software consultancy as a senior product manager. For 5+ years, our team of 40 designers, developers and QA has designed, built, deployed, and operated a large SaaS platform. We are passionate about evolving the product, know the domain well and managed to improve a lot of processes in the client\\u2019s company. We go way beyond \\u201cjust development\\u201d.

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   The problem is that the client\\u2019s internal staff treats us poorly, especially when it comes to product decisions. As a product manager, I have all the responsibilities of a respective in-house specialist, but almost no power. When I refuse to prioritize a feature that does not make sense based on data and user research, the client\\u2019s customer success reps go crazy and escalate it to the CEO. I have seen email threads where internal employees call us \\u201coffshore resources\\u201d\\u2026

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   How can I change this situation? I don\\u2019t want to leave this job because I really like the product I am working on, as well as the team.

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   Thank you!

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   Connor asks: \\u201cI recent round of layoffs at my company has me thinking about my future as a software engineer. Every layoff I\\u2019ve been through, the more tenured employees are the ones let go. I also, generally speaking, haven\\u2019t seen a lot of older software engineers (50+) in the companies I have worked for. I love programming, but can I reasonably expect to stay employable in this field for the next forty years?

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