Engineering Manager

When someone dies, their family inherits a mountain of admin. A will is the single most useful thing that makes it smaller, but only if it’s correct, current and actually says what the person meant. Clearing that bar every time is a team sport, and you’ll be the one making the team work.

This is a new role. You’ll line-manage the engineers across the team, own their growth and hiring, and own the delivery system: how work gets from an idea to production and what slows it down on the way. There’s no playbook to inherit. You’ll write it, change it when the data says so, and have the authority to make it stick.

It isn’t a hands-on role. You won’t write code or own architecture; the team leads and the Head of Technology do that. Your job is to make sure those decisions happen well, and that the people making them are supported, stretched and shipping.

Engineering is small but mighty, and growing. Engineers work in product teams, each with a lead who owns technical direction. We’re planning to grow significantly over the next year, so a lot of the people you manage will be people you hired. You’ll partner with the leads and with Product so every engineer has one clear picture of what matters and why.