Cinder

Engineering Manager

• Setting clear priorities and a roadmap your team understands. Engineers should know what they're working on, why it matters to the business, and what we're choosing not to do. You'll bring the business context behind the work and translate it into focused execution.
• Raising the bar on team-level execution quality. Not just shipping features, but shipping them with fewer regressions, clear ownership, and no last-minute surprises. You'll find the inefficiencies slowing your team down and fix them before they become someone's bad on-call week.
• Building a team that self-organizes. Individual heroics create single points of failure and burnout risk. You'll grow and evolve a team that can triage and share work across itself and with other teams.
• Coaching and developing engineers. You’ll set clear expectations against role and provide direct, constructive feedback promptly and empathetically. People should always know how they're progressing and where they need to grow.
• Driving operational rigor proactively. Helping define SLIs/SLOs for your team's systems and getting ahead of reliability and tech-debt problems to get ahead of incidents.
• Acting as the default liaison to GTM, FDE, CX and other cross-functional partners, and picking up technical work alongside your team when it helps, without becoming a blocker.

Engineering Manager – Core Infra