Ask HN: How do you manage your time between senior and lead?

I've worked as a SWE from junior to senior for my entire career. I've noticed that as you move up the chain a bit, you're expected to do more and more project management work (refining tickets, proactively creating tickets, tracking down AC for your tickets, tracking down AC for tickets that were assigned to you and are marked "Ready" when they're not).

As someone that's still expected to ship software/infrastructure, and be able to accurately estimate it, how do you handle this? I don't know how much planning work will come down. I don't know how much support work will come down. I don't know how many times I'll be interrupted for either questions (either technical or planning)... so yes, I can point this story at "8", and maybe that translates (loosely) to 3 days... but it's hard to make it all add up without working overtime or having rollover (and I'm done with regular overtime).

When noticing these issues my solutions usually revolve around process engineering. Could we have a "support" ticket I can log time to so you know why we're rolling over work? What about a "planning" ticket? PMs are usually reluctant to create these, or work to minimize that type of work, so we're left either scrambling or inflating estimates to fit the other work in... which obscures how much time things actually take.

I haven't even gotten to refusing to schedule regular maintenance/ignoring bug tickets.

Do you try to fix the planning? Move up so you're less of a dev? Delegate more? Avoid support work, old systems, or anything that might require more maintenance because that work is hard to get approved? Something else?