Manager, Engineering

What you'll own

• One or more of the teams inside Boarding & Maintenance — the part of MX™ Connect that gets partners and merchants onto the platform and keeps them running once they're there.
• The area spans boarding, which is the front door: partner boarding and the hierarchies underneath it, merchant and submerchant boarding, the integrations into our own products and out to the processors behind them, the partner and merchant agreements that govern both, and the third-party vendors sitting in that path.
• It also spans the operations hub, which is everything after the front door: merchant maintenance including reserve management, and the case management that carries both boarding and post-boarding work — label and MID generation, case assignment, activity monitoring.
• We'll be specific with you about which of it is yours.
• When this works, a partner boards a merchant without opening a case, and that merchant starts processing on the day they were told they would.

• Craft— Hiring, feedback, and performance management operate as a system, not events: the bar is consistent, the assessments are honest, and underperformance is addressed early and directly.
• You can interrogate a design and hold the technical bar in any conversation.
• AI-native practice is a team standard with expectations, not an encouraged option.
• Impact— The team delivers predictably and sustainably; commitments to product, design, and business partners hold, and you're trusted because they keep holding.
• The team's outcomes — the metrics it exists to move — move on your watch, in partnership with your Product and Design peers.
• The team is instrumented through the company's engineering management platform — the outcomes it exists to move, the paired delivery-and-quality signals beneath them (a speed signal only counts when its quality pair is held), and the activity beneath those — and improves on what it measures, with the fix nameable.
• A metric that improved while its outcome didn't is a flag, not a win.
• Ownership— You own the team's operational health: SLO coverage exists and is honored, deploy frequency and lead time improve, on-call stays humane, and the team never ships untested work downstream as someone else's problem.
• During high-pressure moments, you orchestrate the response — outward communication, decision-making, protecting the team's ability to recover — owning it and ensuring it's led well.
• You actively identify the team's single points of failure — including yourself — and close them: named shadows, deliberate rotation, documented knowledge.

Influence— Engineers grow into and beyond their levels — some past you, into roles you championed. You're measured on the team's outcomes alongside the team's senior engineer, each through your own lever: you own delivery, people, and conditions; the senior engineer owns technical direction — respected and amplified, never overridden.

• Judgment— You know when to protect the team and when to push it
• when to pick up the keyboard and when doing so would steal the growth moment
• which battles to escalate and which to absorb

Debt and platform work get real roadmap space because you make the tradeoff explicit rather than silently mortgaging the future.