A tech lead is a different role than a PM. Tech leads should be mentoring junior devs, guiding overall solution and working with a PM from a technical perspective like being a sounding board for crazy customer ideas.
Your company is small enough to keep dabbling in the project mgmt while coding. You don't need to make any decisions, just see where it goes. You may want to suggest to management that if there are enough devs doing PM tasks spread across X projects, at some point it might help to get a PM to do the PM stuff, then devs can focus more on development.
Having done the PM role, SW Mgr role, and lead engineer role, I found the PM role the most tedious/repetitive and missed coding. The problems being solved by a PM weren't technical and that is what I missed.
It ultimately comes down to what interests you more.
The big trade-offs for ignoring tech debt are software quality, system health and speed of development. Those things will get worse with time. If you bring up facts with evidence, on how those are poor because of the tech debt, it could help. Better yet, align tech debt with product strategy. For example, you know the product strategy is to do more X and system 1 is primarily involved with X but changes impact systems 2 and 3. Propose untangling system 1 from 2 and 3 as part of the effort with improving/building more X features. It really pays off when system 1 is loosely coupled from others and can evolve on it's own.
A common theme I've seen from some developers is basically to toss out the old system and build a new one. This usually never works. You probably need to start small with minor refactors to improve things and build credibility that refactoring is a path towards a better system.
When it comes down to it though, if management listens and mostly just ignores your advice, wait for the next failure and after it is resolved, gently (not "I told you so") bring it up again that maybe it could have been prevented.