Engineering Manager, Product Engineering - New York

<h2>You make strong engineers more effective.</h2>
<p>You can manage people without turning engineering into a process factory.</p>
<p> </p>
<p>You are technically credible enough to understand what your team is building, but you do not need to win every architecture debate.</p>
<p> </p>
<p>You are comfortable resolving conflict, giving direct feedback, hiring excellent people and helping senior engineers grow.</p>
<p> </p>
<p>If your first answer to an unpredictable team is more ceremonies, more status reporting and more Jira, this is probably not the role.</p>
<p> </p>
<h2>The Role, In Plain English</h2>
<p>You will help run the teams building the user-facing and reasoning layers of Reflexivity.</p>
<p> </p>
<p>Initially, your remit will span <strong>Reasoning</strong> and <strong>Build</strong>:</p>
<p> </p>
<ul>
<li>Reasoning generates the answers and artefacts behind Alfred;</li>
<li>Build owns the persistent user experience where those artefacts are saved, refreshed, composed and used.</li>
</ul>
<p> </p>
<p>The teams already have strong technical people.</p>
<p> </p>
<p>Your job is <strong>not to replace the Technical Leads</strong>.</p>
<p> </p>
<p>Your job is to build the people and organisational system around them so the teams can grow without losing speed, quality or accountability.</p>
<p> </p>
<p>You will also be an important part of building Reflexivity's engineering organisation in New York.</p>
<p> </p>
<h2>What You'll Be Responsible For</h2>
<ul>
<li>Manage, coach and develop engineers across one or more squads.</li>
<li>Run high-quality 1:1s and maintain continuous follow-through, not just quarterly check-ins.</li>
<li>Own performance management and career development.</li>
<li>Give direct feedback early rather than letting issues compound.</li>
<li>Resolve interpersonal and cross-functional conflict.</li>
<li>Partner closely with each squad's Technical Lead and Product Manager.</li>
<li>Recruit excellent engineers and help build the NYC engineering team.</li>
<li>Understand team capacity and surface people/organisational constraints.</li>
<li>Remove organisational blockers that prevent the team from executing.</li>
<li>Own onboarding and the management basics that should not consume senior technical leaders.</li>
<li>Use data and evidence to understand team performance rather than managing by anecdote.</li>
<li>Help the VP Engineering build an engineering organisation that can scale toward 75+ people.</li>
<li>Keep management lightweight enough that engineers can engineer.</li>
</ul>
<p> </p>
<h2>What You Do Not Own</h2>
<p>The squad Technical Lead owns:</p>
<p> </p>
<ul>
<li>architecture;</li>
<li>solution design;</li>
<li>technical decomposition;</li>
<li>technical delivery;</li>
<li>technical quality;</li>
<li>technical release readiness.</li>
</ul>
<p> </p>
<p>The Product Manager owns:</p>
<p> </p>
<ul>
<li>customer problem;</li>
<li>priorities;</li>
<li>product outcome;</li>
<li>success metrics.</li>
</ul>
<p> </p>
<p>You should understand and challenge technical decisions when appropriate, but management authority does not make you the technical decision-maker.</p>
<p> </p>
<h2>What "Good" Looks Like in This Role</h2>
<h3>After 3 months</h3>
<ul>
<li>You understand Reasoning and Build well enough to manage the people building them.</li>
<li>Engineers know what you expect from them.</li>
<li>You have a clear view of team strengths, weaknesses and hiring needs.</li>
<li>1:1s, feedback and development plans have consistent follow-through.</li>
<li>The CTO is receiving fewer routine people/coordination escalations.</li>
</ul>
<h3>After 6 months</h3>
<ul>
<li>The teams are materially easier to scale.</li>
<li>Performance issues are dealt with quickly and fairly.</li>
<li>Strong engineers have visible development paths.</li>
<li>Product/Engineering conflict is handled at the right level.</li>
<li>NYC has a stronger engineering nucleus.</li>
<li>Technical Leads are spending less time on management administration.</li>
</ul>
<h3>After 12 months</h3>
<ul>
<li>You can run multiple high-performing teams without daily intervention from the VPE or CTO.</li>
<li>You have hired and developed strong engineers.</li>
<li>The teams have maintained a high technical bar without becoming process-heavy.</li>
<li>Your management system scales with the team rather than becoming its bottleneck.</li>
</ul>
<p> </p>
<h2>Who You Are — Must-Haves</h2>
<ul>
<li>Significant software engineering experience.</li>
<li>Meaningful experience managing software engineers.</li>
<li>Experience managing senior, opinionated technical people.</li>
<li>Strong performance-management and coaching skills.</li>
<li>Experience hiring engineers in a competitive market.</li>
<li>Comfortable resolving conflict directly.</li>
<li>Strong written and verbal communication.</li>
<li>Technically credible across modern production software systems.</li>
<li>Data-driven and evidence-oriented.</li>
<li>Experience in a high-growth product organisation.</li>
<li>Comfortable with ambiguity and changing product requirements.</li>
<li>Low ego: you do not need to be the technical authority in the room.</li>
</ul>
<p> </p>
<h2>Nice-to-Haves</h2>
<ul>
<li>AI / LLM-enabled products.</li>
<li>Agent or workflow systems.</li>
<li>Fintech or institutional finance.</li>
<li>Developer-heavy or technically complex products.</li>
<li>Golang / distributed systems.</li>
<li>Experience building an engineering hub from an early stage.</li>
<li>Experience across frontend + backend teams.</li>
</ul>
<p> </p>
<h2>How We Work</h2>
<ul>
<li>Engineers own systems end-to-end.</li>
<li>Every squad has one Technical Lead.</li>
<li>Product, Technical Lead and Engineering Manager have distinct responsibilities.</li>
<li>Technical authority and management authority are deliberately separate.</li>
<li>Clear accountability and direct feedback.</li>
<li>High trust and high ownership.</li>
<li>Strong technical culture without unnecessary bureaucracy.</li>
<li>AI-assisted development is part of normal engineering work.</li>
</ul>
<p> </p>
<h2>Compensation &amp; Practicalities</h2>
<ul>
<li>NYC-based.</li>
<li>In-office / hybrid expectations aligned with the NYC engineering team.</li>
<li>Compensation: <strong>$200,000 - $250,000</strong></li>
<li>Equity included.</li>
<li>No agencies unless explicitly agreed.</li>
</ul><div class="content-pay-transparency"><div class="pay-input"><div class="title">Salary Range</div><div class="pay-range"><span>$200,000</span><span class="divider">&mdash;</span><span>$250,000 USD</span></div></div></div>

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