Every leader on this stage now has to decide something their predecessors never faced: not just how to manage work, but where an agent belongs in a workflow in the first place. That's a shift from management to orchestration, deciding what runs autonomously, what needs a human hand, and how those pieces fit together, not just assigning tasks and checking in. The line blurring here runs in both directions: as agents help engineering move faster, the line between building well and deciding what to build gets blurry, and getting a team genuinely business-aware without quietly stepping into Product's job is its own discipline. But the same line is blurring the other way too, product managers, designers, and other non-engineers can now produce real, shippable technical work, which raises new questions about what Product's role even is, and who owns usability and accessibility when the person building the interface was never trained to think about either. Underneath all of this sits a single, harder problem: trust and accountability aren't separate questions anymore. Verifying what got built, and by whom, is the same act as determining who's responsible when it doesn't hold up. This panel gets concrete about all of it, in real time, on real teams.