Senior Engineering Manager, Member Experience

Responsibilities

• Own delivery across your squads. Sprint shaping, prioritization, backlog grooming, and estimation. Make the calls, write them down, and be accountable for them. When two squads want the same thing at the same time, you are the one who decides.
• Own cycle time. Yours to improve, not at the expense of quality, and yours to explain when it changes, including why one of your squads is slower than the other.
• Stay technical. On squads you manage directly, you ship production work every sprint, off the critical path, in the same agent workflows your builders use. On squads that run through a manager, you stay close enough to review architecture, catch a weak design, and be useful in an incident. Either way, you can teach…
• Partner with your Product Strategist. They own what the squad builds; you hold the line between their scope and yours so the squad never has two people answering the same question differently.
• Grow a manager. If an EM reports to you, their growth is your work product. Their squad's health is the evidence.
• Plan the team you need next year, not just this quarter. Headcount, skill mix, and the onboarding path that gets a new builder productive in an agent-heavy codebase in weeks rather than months.
• Set the AI standard past your own boundary. Write down what good looks like, teach it, and measure whether it stuck. Other squads should be able to use what you built without you in the room.
• Take on the problem that is nobody's. You will find things that slow down engineering broadly. Some of them you should pick up, organize, and close out with your peers.

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