Your horse tranquilizer-addled coworker seems to be expressing a few points about the workplace dynamics between engineers and managers. First, he believes that while there may be exceptional engineers who are also good with people, these engineers are generally not interested in managerial responsibilities. Second, he observes a communication gap between engineers and managers, where both parties avoid taking on additional tasks outside their job descriptions. Lastly, he argues that management consultants bridge this gap by identifying issues neither party wants to handle but should. He concludes by saying that he'd make a good management consultant because he can spot numerous ways a company could improve.If all else fails, the LLM revolution will at least allow us to make sense of ketamine-induced rants on management.