Director, Software Engineering

Instrumental is seeking an Engineering Director to focus on building, nurturing, and streamlining our experienced and high-output software engineering team.  The average engineer on our team has over ten years of professional software development experience and we have basic engineering processes in place that enable us to ship reliable  updates on schedule.  We’re looking for a Software Engineering Director with a strong technical foundation in software development and scale Instrumental in number of engineers and as engineers. 

In the first month, you’ll:
  • Get to know our engineering team members as individuals; build rapport with each team member, understanding their individual skills, motivations, and goals
  • Get to know our engineering team as a whole, identifying its strengths and weaknesses; develop respect with stakeholders outside of the engineering organization.
  • Work closely with our leadership team and Product to learn our business, product, and priorities; study our roadmap and the development backlog.
  • Observe our engineering process as it stands today and create a vision for how that should be scaled, honing it with feedback from the existing team.  Specifically, understand what’s being done and why, and how better transparency or feedback could enable the team to be more efficient.
  • Identify the team needed to hit the roadmap goals and prioritize our hiring plan working closely with Talent to understand, streamline, and contribute to our hiring process.

In the following months, you will:
  • Actively seeking out ways to encourage and support team member development, with a focus on retention.  This may mean giving thoughtful critical feedback, supporting improvement, and finding opportunities for growth within the organization.
  • Focus on implementing engineering process improvements that increase team stability, happiness, and efficiency -- not doing engineering itself.
  • Effectively balance robustness with speed and other tensions between engineering requirements and business priorities 

In six months, success will be defined by:
  • Team development, improvements, happiness, retention, and growth
  • Increased engineering efficiency in the form of a combination of output speed and quality.
  • 360 feedback from the engineering organization as well as other cross-functional teams within our organization.

What you should have to be set up for success:
  • The average engineer on our team has over ten years of professional software development experience; you will need a similar professional background in software development and management.
  • Has informed experience and strong opinions about the process of engineering that enables us to maintain high levels of team output.  Actively be working to create processes that empower engineers to make decisions without requiring management arbitration.
  • Be a natural coach / mentor who has demonstrated the ability to encourage and support employee development.
  • Have opinions about the relationships between onboarding processes, team culture, and people management.
  • Has experience working closely with cross-functional teams to understand greater business priorities and together to be lock-step on engineering prioritization.
  • Has humility, low ego, and is non-political.

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