Engineering Manager

Who We Are

Testsigma is building the world's first Quality Intelligence Platform — the infrastructure layer that sits between every code change and every confident release. We're at an inflection point: the product is proven, the market is real, and now we're scaling the team and the platform that will define this category.

We move fast. We hold a high bar. We don't separate “building” from “owning.” Every person on this team — engineering, product, GTM — is accountable for outcomes, not activities.

This Engineering Manager role is one of the most consequential hires we'll make this year. You'll lead the team building the most technically complex parts of our platform, work directly with the founding team, and be the connective tissue between engineering, product, and the customers who depend on what we ship.

What This Role Is

You lead the engineering team responsible for Testsigma's agent platform, knowledge graph infrastructure, and core product experience. Your team includes AI architects, AI/agent systems engineers, backend platform engineers, and frontend engineers.

You are not a coordinator. You are a technical leader who manages, and a manager who stays close enough to the technology to make good decisions about it.

You own two things above everything else: quality of what ships and when it ships — not as competing priorities, but as a single standard. You hold both simultaneously and you build a team that does the same.

What You'll Own

1. Engineering Execution and Delivery

You own the team's delivery commitments. Roadmap items have dates, and those dates mean something. You work with the GPM team to scope accurately, surface risks early, and protect the team from scope creep without losing customer responsiveness.

You run a tight engineering cadence. Sprints have clear goals. Retros produce actual changes. Standups surface blockers, not just status.

2. Product Quality

You are accountable for the quality of everything that ships under your team's ownership:

• Define and enforce engineering quality standards — code review practices, test coverage expectations, definition of done
• Own the bug triage process and personally track the health of the backlog
• Hold the bar on what "ready to ship" means — and push back when it isn't
• Treat production incidents as architectural signals, not operational noise

Quality is not QA's job. It's yours.

3. Platform Stability and Reliability

You own the reliability posture of the platform — uptime, latency, error rates, incident response, and the engineering practices that prevent incidents from recurring. You define SLOs, review them monthly, and lead incident responses from the front — not the sidelines.

4. Team Leadership and Growth

You build the team — hiring, onboarding, mentoring, performance management. You have a high bar for who joins and you hold it even when there's hiring pressure. You develop the engineers on your team — not just as engineers, but as owners.

Your team spans significant range: AI architects, AI/agent engineers, backend engineers, and frontend engineers. You don't need to be the deepest expert in each — but you need to be credible enough to evaluate work, give useful feedback, and make good technical trade-off decisions.

5. PM Partnership

You work closely with Product Managers on roadmap prioritization, sprint planning, and quarterly goal-setting. You push back on scope that isn't achievable, surface engineering dependencies, and jointly own the outcome. When requirements are ambiguous, you close the gap — you don't let it become a delivery risk.

6. GTM and Customer Involvement

This is not a back-office engineering role. You work directly with GTM — sales, customer success, solutions engineering — and with customers themselves:

• Join strategic customer conversations where platform architecture or reliability is on the table
• Lead the response to critical customer escalations — understand the problem technically, communicate clearly, and follow through
• Review customer feedback loops and ensure they directly influence engineering priorities
• Participate in pre-sales discussions where technical depth matters
• Own the reliability commitments that go into customer contracts and build the engineering practice that backs them up

What You Need to Have Done Before

Non-Negotiable

• Led an engineering team of 6–15 engineers in a high-growth product company — hired, developed, and made hard calls on performance
• Shipped complex software products on schedule with a high quality bar — repeatedly, not just once
• Managed engineers across multiple technical disciplines — backend, frontend, and ideally AI or data-heavy systems
• Owned platform reliability directly — defined SLOs, run incident responses, made prioritization decisions to protect stability
• Worked directly with product management on roadmap and sprint execution — not just attended meetings, but shaped outcomes
• Engaged with customers in a technical capacity — escalations, architectural discussions, trust-building conversations
• Managed in a fast-moving environment where priorities shift and ambiguity is the norm

Strong Advantage

• Background as a software engineer yourself — you've written production code and know what hard looks like from the inside
• Experience managing teams building AI, agent, or ML systems
• Worked in developer tooling, QA infrastructure, or platform engineering
• Experience in a company that went through significant scaling
• Direct involvement in GTM motions — pre-sales, customer onboarding, enterprise escalation management
• Familiarity with CI/CD, test infrastructure, or software quality tooling

How You Lead

You lead by standard, not by presence. The team knows what good looks like because you've shown them — in code reviews, in design discussions, in how you handle a production incident, in how you give feedback.

You give direct feedback. Not wrapped in qualifications. Not only in performance reviews. Real-time, specific, actionable — the kind that makes engineers better.

You protect the team from distraction and hold them accountable for outcomes. Both. At the same time. That tension is part of the job and you don't collapse it in either direction.

The Standard We HoldNo excuses. When something goes wrong, the first question is "what did we learn and what are we changing" — not "here's why it wasn't our fault." Accountability is assumed, not negotiated.

High ownership. The outcome is yours. Not the tasks. The outcome. If a customer is experiencing instability, that's your problem to solve — even if the root cause is three levels removed from your direct team.

Customer commitment is a promise. When your team makes a commitment to a customer — delivery date, reliability target, feature scope — that commitment is treated like a contract.

What We Offer

• Senior leadership compensation benchmarked to high-growth product companies
• Meaningful equity at a stage where it compounds
• Direct partnership with the founding team on engineering strategy and people decisions
• The opportunity to build and lead one of the most technically ambitious engineering teams in the QA space
• Real customer impact — the platform you maintain is what engineering teams at growing companies use to ship with confidence