I don't know if I view managers as having to do with marketing, we would try out project managers. This was after my time at the company, but they're sort of like manager's, except performing more of an organizational task, rather than potentially hiring/firing. They'd play more of a mediator between engineers and other teammates in the group dynamics.

Tools: at Boostable we had Aha (https://www.aha.io/). And we would have the founder Alex split the tickets up. Aha would disseminate the tickets into Pivotal Tracker (https://www.pivotaltracker.com/).

Aha played a really big role in top-down delegation of tasks and equating them to business objectives. That software is pretty cool and I recommend checking it out, because I think in some cases it can make manager's redundant.

After that, it was autonomous. I created a lot of issues by myself directly in Pivotal (which probably lends to them not being recognized officially, since Aha was where the business impact was overviewed)