Engineering Manager
- Compensation
- Not disclosed
- Location
- Not listed
- Work setup
- Remote
- Seniority
- Not specified
- Employment
- Contract
- Experience
- 3+ years
- Category
- Software engineering
- Posted
Skills
Must have
- 7+ years of experience in software engineering, DevOps, or technical delivery, including at least 3 years directly managing engineers with genuine responsibility for hiring, reviews, coaching, and per
- Demonstrated success staffing engineers across simultaneous projects or engagements and managing allocations, capacity, utilization, or comparable resource-planning measures.
- Experience leading a structured performance-review and calibration process against an established engineering career or leveling framework.
- Enough technical familiarity with modern software delivery and cloud environments to assess skills, workloads, and staffing risks credibly; specialized AI expertise is not required.
- Proven ability to develop engineers, navigate difficult performance conversations, support retention, and exercise sound judgment in sensitive personnel matters.
- Strong written communication, forecasting, organization, and ability to work effectively with distributed engineering, HR, and business stakeholders.
Nice to have
- People management in technology consulting, professional services, or organizations staffing engineers across multiple client engagements.
- Experience guiding teams through organizational change, employee development, mentorship, or retention initiatives.
- Experience in mortgage, financial services, or another regulated-industry technology organization.
- Familiarity with capacity or resource-management tools such as Float, Kantata, Jira, or comparable systems.
- Formal engineering-management, coaching, or leadership-development training.
Full description
Overview
The Engineering Manager is the dedicated people leader for engineers within PhoenixTeam's Chief Technology Office, initially managing seven direct reports. Reporting to the Managing Director, Chief AI Engineer, this role owns the human side of engineering: regular coaching, performance, hiring and onboarding, career development, retention, and staffing engineers effectively across internal work and client engagements.
PhoenixTeam separates engineering people leadership from technical-domain ownership. Architecture, engineering standards, implementation decisions, delivery execution, and technical-debt prioritization remain with the appropriate technical and domain leaders. This manager owns staffing and people operations within agreed policies and headcount, and works with the Managing Director to align on compensation and career progression before carrying decisions through. Deep AI expertise or hands-on coding is not a requirement; strong engineering-management judgment is.
Key Functions
- Directly manage an initial team of seven engineers through regular one-on-ones, clear goals, constructive feedback, coaching, and meaningful individual development plans.
- Own performance reviews, calibration, and equitable evaluation against the engineering leveling framework; resolve performance concerns promptly and appropriately with HR.
- Partner with the Managing Director on compensation and progression decisions, then own clear communication, documentation, and follow-through within agreed company policies.
- Build a respectful, remote-first team culture; address workload, burnout, engagement, retention, and career-development risks before they become avoidable losses.
- Own current and forward-looking staffing plans across internal initiatives and client engagements, accounting for skills, levels, assignments, allocation, availability, and expected roll-offs.
- Balance business needs and utilization with individual growth, workload, and wellbeing; resolve staffing conflicts with project, delivery, and engineering-domain leaders.
- Forecast capacity needs, hiring gaps, bench time, and key-person dependencies; surface options and risks to the Managing Director early.
- Partner with HR and recruiting on requisitions, role definitions, structured interviews, hiring, and onboarding; establish consistent evaluation and mentorship practices.
- Maintain accurate headcount and personnel records and report established measures such as utilization, staffing forecasts, attrition, hiring progress, and development activity.
- Improve repeatable people-management and staffing practices through documented workflows, clear communication, and appropriate tools while protecting confidential employee information.