Engineering Manager, Build Platform
General Motors
CloudPython
Associate Engineering Manager
OpenSesame
full-time
Posted on:
Location: 🇺🇸 United States
Visit company websiteSalary
💰 $192,000 - $208,000 per year
Job Level
JuniorMid-Level
Tech Stack
Spark
About the role
- Lead and support a team of engineers focused on Identity and Access Management (IAM) solutions
- Build trust with distributed engineering team
- Understand team strengths/challenges, align delivery practices, system-level view
- Collaborate with stakeholders to understand expectations, friction points, dependencies
- Hire full-time employees
- Partner with Product Manager to align on execution, drive clarity in planning, and enable continuous improvement across the IAM portfolio.
- Work with the Senior Engineering Manager to develop a plan that strengthens the team’s delivery capability, sustainability, and technical resilience.
- Manage backlog planning balancing time for innovation and debt
- Shield team from interruptions
- Set up development environment and review codebase
- Begin applying systems thinking to understand how team outcomes are shaped by processes, culture, and environment.
- By six months, you will be a trusted IAM team leader, delivering product outcomes, improving engineering quality, supporting engineers’ growth, and contributing to peer collaboration and company-wide improvements.
- Build awareness of team dynamics across distributed team
- Provide coaching, mentoring and/or mediation as needed to continuously improve your teams’ team dynamics.
- Provide or source training, coaching, and mentoring for teams’ and team members’ weak spots.
- Tailor your leadership approach to individuals’ learning styles and strengths.
- Ensure the team has the context needed to make excellent decisions without your active involvement.
- Partner closely with the Product Manager to improve grooming, planning, and prioritization workflows; track and improve delivery predictability.
- Strike a balance between shielding the team from inappropriate stakeholder interactions and enabling the team to work directly with stakeholders to understand their needs.
- Advocate for IAM initiatives that align with organization strategy; communicate trade-offs clearly to stakeholders and senior leadership.
- Share transparent, realistic views of capacity and risks
- Optimize the team’s forecasting, and definition of done to improve planning accuracy and delivery confidence
- Remove yourself as a bottleneck to team decision making.
- Identify paths for continuously improving developer experience, tooling and internal quality
- Create opportunities for cross-team pollination and shared growth.
- Build strong peer relationships with other engineering managers; understand their teams’ needs, opportunities, and points of collaboration.
- Collaborate on improvement efforts that span beyond your own team
- Be a resource that other managers turn to for advice and guidance.
- In partnership with Product Management, you’ll help drive better execution on cross-team efforts.
- As you continue to grow, you’ll contribute insights to help engineering leadership identify and address systemic challenges, particularly those impacting collaboration with internal business stakeholders.
Requirements
- Build strong relationships with a distributed team of seven engineers across timezones and varying experience levels.
- Conduct 1:1s to understand each team member’s career goals, motivations, frustrations, and strengths.
- Understand your teams’ current processes.
- Engage with stakeholders to understand expectations, friction points, and dependencies related to IAM initiatives.
- Collaborate with the team lead on team members’ career development spreadsheets.
- Hire full-time employees as appropriate
- Partner effectively with the team’s Product Manager to align on execution, drive clarity in planning, and enable continuous improvement across the IAM portfolio.
- Work with the Senior Engineering Manager to develop a plan that strengthens the team’s delivery capability, sustainability, and technical resilience.
- Ensure there is a balanced backlog planning that includes time for innovation, experimentation, and paying down technical debt.
- Establish yourself as the primary point of contact for Engineering stakeholders, shielding the team from unproductive interruptions and ensuring they can focus on delivery.
- Set up your development environment and review the team’s codebase to understand architecture, technical decisions, and areas for investment.
- Begin applying systems thinking to understand how team outcomes are shaped by processes, culture, and environment.
- Maintain awareness of team dynamics across distributed team
- Provide coaching, mentoring and/or mediation as needed to continuously improve your teams’ team dynamics.
- Provide or source training, coaching, and/or mentoring for teams’ and team members’ weak spots.
- Tailor your leadership approach to individuals’ learning styles and strengths.
- Ensure the team has the context needed to make excellent decisions without your active involvement.
- Partner closely with the Product Manager to improve grooming, planning, and prioritization workflows; track and improve delivery predictability.
- Strike a balance between shielding the team from inappropriate stakeholder interactions and enabling the team to work directly with stakeholders to understand their needs.
- Advocate for IAM initiatives that align with organization strategy; communicate trade-offs clearly to stakeholders and senior leadership.
- Share transparent, realistic views of capacity and risks
- Optimize the team’s forecasting, and definition of done to improve planning accuracy and delivery confidence
- Remove yourself as a bottleneck to team decision making.
- Identify paths for continuously improving developer experience, tooling and internal quality
- Create opportunities for cross-team pollination and shared growth.
- Build strong peer relationships with other engineering managers; understand their teams’ needs, opportunities, and points of collaboration.
- Collaborate on improvement efforts that span beyond your own team
- Be a resource that other managers turn to for advice and guidance.
- In partnership with Product Management, you’ll help drive better execution on cross-team efforts.
- As you continue to grow, you’ll contribute insights to help engineering leadership identify and address systemic challenges, particularly those impacting collaboration with internal business stakeholders.
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