Beyond traditional engineers using AI and non-technical "vibe coders," a third archetype is emerging: the "agentic engineer." This professional operates at a higher level of abstraction, managing AI agents to perform programming, rather than writing or even reading the code themselves, reinventing the engineering skill set.

AI is restructuring engineering teams. A future model involves a small group of senior engineers defining processes and reviewing code, while AI and junior engineers handle production. This raises a critical question: how will junior engineers develop into senior architects in this new paradigm?

As AI agents handle the mechanics of code generation, the primary role of a developer is elevated. The new bottlenecks are not typing speed or syntax, but higher-level cognitive tasks: deciding what to build, designing system architecture, and curating the AI's work.

AI tools are automating code generation, reducing the time developers spend writing it. Consequently, the primary skill shifts to carefully reviewing and verifying the AI-generated code for correctness and security. This means a developer's time is now spent more on review and architecture than on implementation.

Top-performing engineering teams are evolving from hands-on coding to a managerial role. Their primary job is to define tasks, kick off multiple AI agents in parallel, review plans, and approve the final output, rather than implementing the details themselves.

With AI generating code, a developer's value shifts from writing perfect syntax to validating that the system works as intended. Success is measured by outcomes—passing tests and meeting requirements—not by reading or understanding every line of the generated code.

As AI writes most of the code, the highest-leverage human activity will shift from reviewing pull requests to reviewing the AI's research and implementation plans. Collaborating on the plan provides a narrative journey of the upcoming changes, allowing for high-level course correction before hundreds of lines of bad code are ever generated.

The role of a senior developer is evolving. They now focus on defining outcomes by writing tests that a piece of code must accomplish. The AI then generates the actual implementation, allowing small teams to build complex systems in a fraction of the traditional time.

The traditional "assembly line" model of product development (PM -> Design -> Eng) fails with AI. Instead, teams must operate like a "jazz band," where roles are fluid, members "riff" off each other's work, and territorialism is a failure mode. PMs might code and designers might write specs.