I agree with Aaron. Advancing in a PM career typically involves a shift to higher level strategic thinking, independent of AI, While the core duties of my job description stay largely the same at different pay grade levels, the biggest differentiating factor is my level of influence from group level, to functional organization, program level, company level, and up to industry expert/VP level.
Nearing the 30-year mark, I don't do much administrative work as it its. I will often develop metrics, charts, as needed, but I am typically prototyping that activity, not managing it as an ongoing part of my work statement. Once the bugs are worked out, I'll hand that off to others. If I find that the administrative work is taking too much of my own time, I will get help from dedicated schedulers, data analyists, etc. who do that type of work as their own core job responsibility. Senior level PMs quite frankly are too valuable (and too highly paid) to do the work of new-career employees. I sometimes quip that if I can train an intern to do my job, then you don't need me to do that work. You need me to train the interns.
Lightening the administrative burden also does not make someone a strategic thinker. That takes time and experience to establish and calibrate internal mental models and value systems, as well as to develop the reputation as someone who provides wise council and can navigate the business politics without making too many enemies along the way. Like the title of the book "What got you here, won't get you there." implies, personal growth as a leader becomes less about mastering the technical work, more about developing the necessary behaviors, and that learning takes time.
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