What You’ll Do

Own outcomes across multiple teams or workstreams. At this level, your accountability extends beyond a single squad — you are responsible for the health, delivery, and strategic direction of your full domain.
Develop other managers and senior engineers. Run substantive 1:1s, build succession plans, expose emerging leaders to cross-domain initiatives, and create the conditions for people on your team to grow beyond their current scope.
Build headcount plans proactively. Anticipate growth needs before they become capacity constraints and bring staffing proposals to leadership with rationale and timing.

Define the architectural strategy for your domain. You are not just reviewing designs — you are setting the direction, identifying systemic risks, and making trade-offs visible to leadership before they become incidents.
Mentor other managers and senior ICs on complex technical trade-offs. Your technical credibility earns trust with engineers; your judgment on architectural decisions shapes how the team builds.
Proactively surface technical debt and infrastructure risk with a prioritized plan to address it — not after escalation, but before it jeopardizes delivery or reliability.

Manage cross-domain dependencies. Align teams across team boundaries with unified direction. Other teams should initiate collaboration with you — not wait to be pulled in.
Communicate roadmap priorities and risks proactively to the VP of Engineering and relevant stakeholders. Translate complex technical decisions into business context. Come with recommendations, not status updates.
Partner with Engineering Leadership and Product on roadmap prioritization. Represent your function’s constraints, opportunities, and risks in planning processes.

Resolve complex cross-team problems quickly and under pressure. Make decisions in ambiguity without waiting for full information.
Own your function’s budget, headcount planning, and operational health with minimal guidance.
Bring roadmap or architecture proposals unprompted. Think about your team’s impact on the broader engineering org, not just your immediate domain.

What We’re Looking For

Engineering management experience: 5-7+ years managing engineering teams, with at least 2 years at a scope equivalent to managing multiple teams, a large team, or a function with cross-domain accountability.
Direct ownership of performance management, career development, and hiring — not just running standups or serving as a tech lead.
Multi-team or cross-domain leadership: You have operated beyond a single squad and navigated dependencies, competing priorities, and alignment challenges across team boundaries.
Technical depth in your domain: You can set architectural direction, evaluate complex proposals, and earn trust from senior engineers on technical decisions.