Software Engineering Manager

Success in this role looks like:

• The team works full-stack across Elixir/Phoenix, TypeScript, React, and more, and performs integrations and certifications (MSR and EMV across a broad scope of industries and capabilities) with payment processors and card networks under your direction.
• The team can take on new EMV hardware certifications, new processor integrations, and new processing capabilities at the protocol and spec level. Expertise is built and maintained across the team, not held by one person.
• Money moves correctly. Incidents are rare. When they happen, they are handled with discipline and followed by durable fixes.
• You know every direct report's level, growth area, and trajectory. Open performance issues are addressed directly, not deferred.
• Work enters the team ready to build, with a shared and accurate understanding of 'Done.' Work clears each stage of development without cycling backward.
• The team ships reliably because it thinks well about difficulty, dependencies, blockers, and sequence. Estimates hold up. Bottlenecks get named and worked through.
• Team and individual goals have binary completion criteria and progress is tracked clearly and openly.
• The team is accountable for outcomes, not activity. Product trusts you as a partner on intake, sequencing, and trade-offs.
• Engineers trust your judgment because you earn it -- in code reviews, design sessions, and the calls you make on prioritization, blockers, and dependencies.
• You surface risk early. You propose process changes that are specific, actionable, and tied to what the team needs right now. You operate as a peer on the engineering leadership bench.
• AI-assisted and agentic tooling is part of how the team works, not bolted on. You use it daily in your own management. The team uses it where it earns leverage and skips it where it doesn't.

Core Responsibilities

• Manage engineers. Run structured 1:1s. Set clear expectations. Give timely, specific feedback. Hold honest growth and performance conversations. Address performance issues directly.
• Coach. Sponsor high-potential engineers for stretch work. Run promotions using our engineering levels framework.
• Hire. Own the loop for the team -- interviews, calibration, candidate attraction.
• Run the team's delivery front-to-back -- intake, refinement, development, code review, QA, release -- across the application, the services behind it, and the integrations with payment processors and card networks.
• Partner with Product and Engineering leadership. Own the quality of work as it arrives. Push back on stories and bugs that aren't ready. Run refinement so sizing is consistent, relative difficulty is understood, and 'Done' is shared before work begins.
• Translate company and dept goals into team-level work. Surface blockers early. Drive creative paths forward with your Product Owner.
• Challenge architecture and designs. Evaluate trade-offs. Steer the team away from foreseeable mistakes, mindful of customer and integrator needs.
• Own on-call health and monitoring playbooks, incident response, and the long-term quality of the team's systems in a PCI DSS and SOC 2 environment.
• Partner with the Director of Engineering and peer Engineering Managers to shape the engineering process across the organization.