Engineering Leader, Core Product Engineering

What You’ll Do

• Lead a multi-team product area
• Own the product area's company-level objectives and the engineering plan that delivers them
• Translate company priorities into product area plans and team plans, in a way that flows both up and down
• Be responsible for architecture-level trade-offs across the area's teams; own the technical roadmap and how it balances against product commitments
• Represent the product area in s-team forums and engineering-wide leadership conversations
• Develop the engineering managers reporting to you
• Coach EMs to a higher bar with clear feedback, growth plans, and direct support
• Hold the line on engineering practices: flow-based delivery, vertical slicing (nothing >5 days, no project >4 weeks), WIP discipline, Definition of Done, observability, AI-native development
• Address performance issues early and clearly; develop managers out of "fine" performance into great performance
• Drive technical excellence across the product area
• Support and drive architecture and systems design decisions across the area; ensure systems are reliable, maintainable, and operationally ready
• Make tech-debt and reliability trade-offs on purpose, not by accident
• Partner cross-functionally
• Coeown outcomes with PM and Design leads (roadmap, quarterly goals, quality bar)
• Partner with Revenue, Ops, CX, and other functions as the product area requires
• Formalize the interface with the Platform org: planning, committed deliverables, escalation paths
• Build pragmatic interim solutions that work today and migrate cleanly to Platform services as they mature

Who You Are

• 2+ years managing managers, with direct reports who were themselves people managers
• 7+ years total in technical roles, with a strong individual-contributor era you can still draw on
• Have owned a product area, pillar, or equivalent multi-team scope and delivered a measurable business outcome
• Built or evolved engineering practices across multiple teams, not just within one
• Hired, developed, and (where necessary) parted ways with engineering managers
• Operate with a reproducible structural playbook for changing org topology and developing managers, not just experience
• Operate by Candor > Harmony: give the hard message early, comfortable with disagreement
• Use LLM-based tools daily and push the org to adopt them
• Are an excellent written communicator; can articulate strategy and trade-offs clearly in writing

Nice To Have

• Experience in a multi-product or multi-persona consumer and enterprise business
• Leading a remote-first, distributed engineering team
• Used AI-native workflows to materially change how a team designs, ships, and operates (not just personal use)
• Brought a network of high-quality engineering talent