Senior Engineering Manager

Parloa as a Senior Engineering Manager, where you will own delivery and business outcomes for a large team or multiple teams. You will communicate with Directors and VPs, resolve escalated issues, and build the next layer of leaders.

Responsibilities

• Your responsibilities will include setting strategy and roadmap, owning the narrative for cross-functional initiatives, creating coherent technical direction, maintaining operational discipline, designing the operating model, and eliminating classes of blockers.
• Set strategy and roadmap with Product, not unilaterally. Frame engineering investment in commercial terms - revenue, retention, margin.
• Grow the next layer of leaders. Hire senior ICs up to Staff level and, where applicable, first-line team leads. Build a pipeline for hard-to-fill roles.

Requirements

• You should have 10+ years of experience in software engineering, with 4-6+ years of people leadership.
• Own delivery and business outcomes for a large team, for two or more teams, or for a domain whose work spans several teams.
• Commercially fluent. You understand what your scope costs, what it returns, and how to have that conversation with Product and Finance
• Pragmatic under real pressure. You have recovered a stalled cross-team initiative, or taken on a scope that had lost predictability, without burning out the engineers or making the EMs feel stepped on
• Technically credible without needing to be the decision-maker. You partner with Staff and Principal engineers to shape technical direction through influence, and you know when to hold a standard versus when to let a team choose
• A proven engineering leader, typically 10+ years in software engineering with 4-6+ years of people leadership. You have owned outcomes for more than one team or for a domain spanning several teams

Comfortable with the hard conversations. Performance edge cases, prioritisation conflict between teams, and disagreements with peers are part of the job, and you take them on early rather than letting them fester

A builder of leaders. You can point to specific people you hired, grew, and promoted(e.g. a tech lead who became an EM, a senior engineer who became Staff) and describe what you actually did

Credible with senior leadership. You can walk into a room with a VP or a CPO and frame a trade-off, not just present a status update. Your written work is concise and decision-driving