Starting in 2018, I was a tech lead (at the time, my title was Senior) for 2 teams spanning ~4 years. I have a Staff title today.
Here's my problem with these roles. Going by the definitions from Will Larsen in your link, I am currently expected to be: a tech lead, an architect, and a solver. I engage primarily with tech lead and solver work. I also frequently have to dig in to "regular" IC work tickets. No single individual has the capacity to do all of these things well but the business will see you succeed in some degree with tasks associated to these different roles, fail to recognize that these roles are distinct from each other, and unrealistically expect you to do it all.
I am working with my management on this problem, specifically about expectation setting (because it's a mess, everyone, and I do mean literally almost everyone, has a different idea about what my role confers), but it's frustrating.
Yeah, you've described my challenge exactly. I'm all three and it's annoying. My title is Architect or Principal Architect. Boss sees me and uses me as Tech Lead across multiple teams (and the teams have really needed it). For me it's more about coding standards, best practices, and education than it is about interpreting product needs into stories - we have others for that. Boss's Boss doesn't appreciate that stuff and wants me as Architect, which puts them into battles. And in practice, I get pulled off both to be Solver - they call them "emergent issues", and the hard ones come to me. There isn't anyone technical above me that I can ask for help. Meanwhile I get dinged at quarterly reviews by our scrum-master for not having a predictable velocity.
Tell your scrum master to go jump (or even better don’t work anywhere with a scrum master). If your title is principal architect, then the business expects different things out of you than story points.
Story of my life. Please please let us know if you ever come to a satisfactory solution. I'm starting to take my head of the sand about this now, finally.
Here's my problem with these roles. Going by the definitions from Will Larsen in your link, I am currently expected to be: a tech lead, an architect, and a solver. I engage primarily with tech lead and solver work. I also frequently have to dig in to "regular" IC work tickets. No single individual has the capacity to do all of these things well but the business will see you succeed in some degree with tasks associated to these different roles, fail to recognize that these roles are distinct from each other, and unrealistically expect you to do it all.
I am working with my management on this problem, specifically about expectation setting (because it's a mess, everyone, and I do mean literally almost everyone, has a different idea about what my role confers), but it's frustrating.