If you're insinuating that I don't think of the wider business value or the business as a whole then that is just false and what I have written is not meant to be interpreted as such.
Also your examples seem to be non-sequiturs, neither are relevant to the point I've made.
I'm not saying I'm right and you are wrong, I just made a reflection of how you came across. Was that clearer now?
As for my points being non-sequiturs, I'll admit that I fail to see _any_ point in your post other than you don't know what a product manager _is_ and you feel attacked somehow, so there's a fair chance you are right.
My point is that product owners should stop telling developers how to do their job, especially when the "advice" they offer is without value at best, and at worst insulting.
Being a good coder is really nice, and you earn loads of cookie points with your team members and even some of your managers, I'm sure, but a valuable engineer (the kind who is trusted to make decisions about products) is one who understands how the scope of his activities affects the product perception for the clients and, ultimately, the bottom line for the company.
Want an example or two? Sure. 1) If 2% of your users represent ~20% of your revenue their concerns and requirements will be prioritized accordingly.
2) If you need to know a specific set of information that you don't have access to at any time, ask for it. If such information is not available, raise that concern and work with your team and the product manager to make a judgment call.