This is a high-impact leadership position for someone who connects technology decisions with measurable business outcomes. You will partner closely with the CEO and product leadership to define engineering priorities, strengthen platform reliability, improve delivery performance and scale a high-performing engineering organization. The role requires strategic leadership combined with strong technical judgment. You should be comfortable diving deep into architecture, delivery or production issues when needed, while building a team and operating model that do not depend on individual heroics.
Your impact In your first months, you will: • Assess the current engineering organization, architecture, infrastructure and delivery model. • Establish clear engineering priorities linked to product performance, customer experience and business growth. • Strengthen monitoring and incident-management practices across uptime, errors, payments and critical customer journeys. • Improve delivery predictability, engineering velocity and accountability across teams. • Define meaningful measures for AI adoption and use AI to improve quality, speed or engineering efficiency. • Identify opportunities to standardize shared systems and integrations across the product portfolio. • Build a scalable engineering operating model with clear ownership, decision-making and communication. • Develop a forward-looking technology and team plan aligned with the company’s growth objectives.
What you will own • Business and technology leadership • Define and communicate the engineering strategy across the company’s product portfolio. • Translate business goals into clear technology priorities, investment decisions and measurable outcomes. • Partner closely with the CEO, product leaders and other business functions on growth, product quality and operational efficiency. • Own engineering KPIs, budget planning and technology investment decisions. • Balance speed of execution with reliability, security, scalability and long-term platform health. • Make timely, well-informed decisions and communicate the trade-offs behind them.
Engineering delivery • Create a predictable delivery model with clear ownership, realistic commitments and measurable outcomes. • Improve engineering velocity without compromising product quality or platform stability. • Remove organizational and technical blockers and help teams make effective decisions. • Stay technically close enough to challenge assumptions, support critical decisions and dive into complex issues when required. • Establish pragmatic engineering practices that improve delivery rather than adding unnecessary process. • Ensure roadmaps, technical initiatives and business priorities remain aligned.
Reliability and platform health • Build a proactive monitoring and alerting framework for uptime, errors, payments and critical product funnels. • Establish clear incident-severity levels, escalation paths and a sustainable on-call model. • Ensure critical incidents are handled quickly, with appropriate coverage across the team and clear post-incident learning. • Improve consistency and reliability across shared services, integrations and payment systems. • Introduce regular product and platform health reviews to identify risks before they affect customers or the business.
Product quality and data • Establish clear, measurable engineering quality standards across products and platforms. • Use product and engineering data to identify performance issues, prioritize improvements and evaluate impact. • Partner with Product, Marketing, Customer Support and Payments teams to understand critical user journeys and business dependencies. • Improve engineering’s visibility into conversion, retention, payment performance and other key subscription metrics. • Promote experimentation and continuous improvement while maintaining strong technical and operational standards.
Team leadership • Lead, develop and scale distributed Engineering . • Crea
