Manager, Backend Engineering

Deskripsi Pekerjaan Responsibilities

• Own your team's delivery outcomes — roadmap commitments, quality, and reliability of the accommodation backend services you steward
• Set the architectural direction for the team's work and hold the quality bar through hands-on review
• Own the on-call and incident posture of your services, turning incidents into lasting reliability improvements, and run the team's engineering practice — review standards, on-call health, incident follow-through — without becoming the bottleneck
• Build a high-performance team culture with clear expectations, fast feedback loops, and genuine accountability for results
• Translate roadmap into execution with clear ownership, and represent the team's priorities and push back on scope with evidence
• Partner with product and adjacent engineering leads to translate domain business goals into a credible, sequenced delivery plan
• Set how the team uses AI tools and hold the line on responsible, validated use

Job Requirements

• You have at least 8 years of backend engineering, including leading a small team — and you still write and review enough code that your team trusts your technical judgment.
• You have led the delivery of a backend project through a small team — you broke the work down, you sequenced it.
• You unblocked people, and you were accountable for it landing.
• You can own the delivery of a team's commitments end-to-end: you hold the plan, you see the risks early.
• You keep quality from slipping when the deadline tightens.
• You design and review at the system level — you can set the architectural direction for your team's services.
• You make the consistency, latency, and cost tradeoffs with them.
• You grow the engineers around you: you give specific, honest feedback, you create room for people to stretch, and you have helped someone level up because of how you coached them.
• You have a degree in Computer Science or a related field, or equivalent depth from real-world engineering.
• You handle the first layer of people responsibility: regular 1:1s, goal-setting.
• You surface performance or growth conversations honestly rather than letting them drift.
• You set how your team uses AI tools in its workflow, and you can judge where they speed delivery and where they introduce risk worth guarding against.
• You communicate clearly with product and adjacent teams, and you can represent your team's priorities and push back on scope with evidence.