Vice President, Engineering

Job Details

The Role

apexanalytix is seeking an engineering executive to serve as VP of Engineering, based in the United States, reporting to the Chief Product & Technology Officer (CPTO) and sitting on the CPTO's leadership team. The role leads the engineering behind our two customer journeys, Supplier Journey and Buyer Journey. It is accountable for delivering them predictably, at high quality, and in a way that teams can own and run in production.

We are moving to the product operating model. Product, engineering and design are organized into four persistent trios, each funded against outcome goals: Supplier Journey, Buyer Journey, Data & Intelligence, and Platform. The VP of Engineering leads the Supplier and Buyer engineering leads and the US engineering teams in those journeys. With both journeys in one engineering organization, the moments suppliers and buyers share (onboarding, validation and payment status) have a single engineering owner.

Quick Take -

The VP of Engineering is the engineering partner to the VP of Product and the Head of Design in each trio, and works closely with the Head of AI & Data, who leads the Data & Intelligence trio, including the engineering for the data products we sell, machine learning, data science, data engineering and the agent platform. The role also works with the SVP Engineering & Head of India GCC, whose Noida engineers work in these trios; the Chief Architect; the VP Technology Operations; and the Head of GRC. Experience leading engineering for enterprise SaaS products in empowered, outcome-funded teams is required.

Trusted Advisor

• Advises the CPTO and the executive team on engineering capacity, delivery risk, technical debt and the engineering investment needed to meet product and revenue goals.

• Brings an honest, data-backed view of feasibility to product discovery and investment decisions, so the company commits to what it can deliver well.

• Represents engineering to clients and partners on complex integrations, escalations and roadmap commitments, alongside Product and Go-to-Market leaders.

The Work -

Engineering for the customer journeys

• Journey engineering. Leads the Supplier Journey and Buyer Journey engineering leads and their teams. Supplier Journey covers onboarding and validation (bank, tax, sanctions), the supplier portal and self-service, and inquiries and payment status. Buyer Journey covers supplier risk and compliance, invoice and payment controls, duplicate and fraud prevention, and Assurance & Recovery.

• Shared moments. Owns engineering for the moments suppliers and buyers share, so they work as one workflow seen from two sides, with clear lead and partner teams for each.

• Agents in the workflow. Makes sure journey teams build the agent experiences inside their workflows (such as onboarding, inquiry handling and duplicate-payment triage) on the shared building blocks from Data & Intelligence, to the same engineering and production standards as the rest of the product.

Partnership with Data & Intelligence

• Shared building blocks. Works with the Head of AI & Data so journey teams use the shared data, scores, models and agent building blocks well, through clear, stable interfaces rather than one-off integrations.

• Workflow data. Makes sure journey workflows capture clean, well-defined data that Data & Intelligence can use to enrich data products and improve models.

• Consistent standards. Agrees with the Head of AI & Data how models and agents move into production in journey workflows, so they meet the same engineering, production and audit standards.

Delivery and engineering excellence

• Empowered teams. Builds persistent engineering teams that own outcomes with their product and design partners, not tickets handed to them. Engineers join discovery early to test feasibility and shape solutions.

• Predictable delivery. Is accountable for predictable, high-quality delivery against the outcomes each trio commits to. Runs the engineering operating cadence with product and design and fixes delivery problems at the root.

• Quality and practices. Raises the bar on code quality, automated testing, CI/CD, observability and secure development. Tracks and improves DORA measures, defect escape rate and incident trends. Drives practical, measured adoption of AI-assisted development.

• Production ownership. Ensures teams own what they build in production, including on-call, incident response and root-cause follow-through, working with SRE in Technology Operations.

• Architecture and standards. Contributes to the global architecture council chaired by the Chief Architect and co-signs standards that affect the journey trios. Makes sure teams follow them and pay down technical debt deliberately.

Leadership and management

• Organization. Leads engineering leads, managers and senior engineers across the Supplier Journey and Buyer Journey teams. Designs team boundaries around the trios and hires or promotes the leaders needed to run them.

• Global teams. Partners with the SVP Engineering & Head of India GCC so that Noida engineers in journey teams work as full members of those teams, with one set of standards and practices.

• Talent. Owns hiring, development, career paths and retention for US engineering, including a technical track to staff and principal engineer.

• Budget and reporting. Owns the engineering budget for these teams, including headcount, tooling and vendors. Gives the CPTO regular reporting on delivery, quality, reliability and team health, with each metric backed by data that can be re-run.

First-Year Priorities

• Organize engineering into persistent teams aligned to the Supplier Journey and Buyer Journey, and appoint or hire the engineering leads to run them.

• Agree first-year outcome goals and engineering plans with product and design leaders for both journey trios.

• Agree with the Head of AI & Data how journey teams use shared data and agent building blocks, and ship at least one agent experience in a journey workflow to production standards.

• Assign a lead team for each supplier–buyer shared moment, and deliver at least one measurable improvement to a shared workflow.

• Set a baseline for delivery predictability, DORA measures, defect escape rate and production incidents, and show measurable improvement against it.

• Make sure every team owns its services in production, with on-call, runbooks and service-level objectives agreed with Technology Operations.

• Establish career ladders and a hiring plan for US engineering, including the technical track.

Required Skills

• 15+ years in software engineering, including 7+ years leading engineering organizations of 50+ engineers through managers and directors in enterprise SaaS.

• A proven record of delivering complex B2B products predictably and at high quality, and of turning around delivery or quality problems.

• Experience building integration-heavy, data-intensive workflow products for enterprise clients at scale.

• Experience working in empowered product teams under the product operating model, as an equal partner to product and design in discovery and delivery.

• Strong technical depth in cloud-native SaaS architecture, distributed systems, integration and data-intensive platforms, sufficient to lead design reviews and make sound technical calls.

• Hands-on familiarity with modern engineering practices: CI/CD, automated testing, observability, DevSecOps and AI-assisted development.

• Experience bringing AI and agent capabilities into production workflows with appropriate guardrails and quality measures.

• A track record of hiring, developing and retaining strong engineering leaders and senior engineers.

• Experience leading distributed teams across US and India time zones.

• Experience operating in security- and compliance-regulated environments (for example SOC 1, SOC 2 and ISO 27001).

• Strong executive presence, able to represent engineering credibly to the CPTO, the executive team, clients and, as needed, the Board.

Preferred Skills

• Domain experience in procure-to-pay, accounts payable, supplier management, payment fraud prevention, risk or fintech.

• Experience building integrations with ERP systems such as SAP, Oracle or Microsoft Dynamics.

• Experience in a PE-backed or high-growth SaaS company, connecting engineering investment to revenue and margin.

Over the years, we’ve discovered that the most effective and successful associates at apexanalytix are people who have a specific combination of values, skills, and behaviors that we call “The apex Way”. Read more about The apex Way -

Benefits

At apexanalytix we know that our associates are the reason behind our successes. We truly value you as an associate and part of our professional family. Our goal is to offer the very best benefits possible to you and your loved ones. When it comes to benefits, whether for yourself or your family the most important aspect is choice. And we get that. apexanalytix offers competitive benefits for the countries that we serve, in addition to our BeWell@apex initiative that encourages employees’ growth in six key wellness areas: Emotional, Physical, Community, Financial, Social, and Intelligence.

With resources such as a strong Mentor Program, Internal Training Portal, plus Education, Tuition, and Certification Assistance, we provide tools for our associates to grow and develop.