Engineering Manager - EU

• Provide feedback on product and technical specs to help engineers identify where to cut scope or improve quality. You don’t make the final decisions, but you’ll influence and coach ICs to reach the right ones.
• Grow engineers to the point where they can take large, loosely defined projects, and deliver them with little intervention. They still ask for help when needed - the difference is that they’re driving.
• Jump into our systems and code to debug a customer issue, ship a small bug fix, or improve our developer experience. Engineering leaders at Ashby are great engineers and enjoy keeping their skills up-to-date (while staying off the critical path).
• Improve how we generate and simulate data in demo accounts. It’s a project off the critical path, but it helps you keep up-to-date on our codebase while immensely impacting the business, from Engineering to QA to Sales.
• Why be a manager?

I had two experiences early in my career that set me on my path. I had a great manager who asked tonnes of questions about the decisions I was making and coached me without me realizing it. And I had a terrible manager - being told to work harder after a week of 3am finishes was not what I needed as a young engineer.

• The stark difference between these two experiences motivated me to become a manager: I wanted every engineer I worked with to have the support I had in the best case.
• Since then, as I’ve learned more, I’ve realized that I love the kind of problems I get to solve as a manager
• Deeply complex problems with long-term impact both on the company and on people’s lives
• One of my proudest achievements is creating a fully transparent pay system, and on the day it was revealed, everybody was happy with it. Nobody stormed out
• By spending time thinking deeply about everybody’s pay and ensuring the mechanics of promotion were clear, I put the team in a place where they could see a peer was paid more than them, and it not be a problem
• Despite all this, I love being technical. I sometimes indulge myself and spend a morning writing some code to improve tests or provide better abstractions. If I couldn’t be a manager, I’d be super happy to be an IC.
• I’m looking for someone who is passionate
• Passionate about both management and being technical
• Someone who spots a pattern amongst their team, figures out a better way for us to operate, and then builds the automation that powers it. I introduced a new process that enables engineers to merge 30% of PRs without a human review beforehand
• I also built the automation that approves these PRs
• I also built that automation with abstractions that make it easy for the engineers to improve the automation themselves

It can be hard to find seasoned engineering leaders who haven’t succumbed to the status quo in some way or another. We're committed to giving all our people a total and utter lack of terrible managers, and that means we're willing to take a chance on someone early in their leadership journey who's courageous, principled, and has the drive to build themselves into a great leader who can say “Yah I know everyone is doing that, but we won't because...”

• Why You Should or Shouldn’t Apply
• Engineering leadership comes in many flavors, not all of which fit our model. I thought I’d outline some things I’m looking for to help you decide if this fits what you’re looking for:
• You love being technical and can hold in-depth conversations with direct reports from infra to backend to frontend.
• You enjoy management problems. We want people who get excited about driving people to be their best, giving difficult feedback, and building systems that make this easier
• You hold your team to a high standard and don’t shy away from getting into the details and giving feedback, even to the best folks on your team.
• You are an excellent and empathetic communicator. Facilitating change at both an individual and organization level requires understanding how to navigate the beliefs, opinions, and past experiences of engineers and figuring out how to both convince them of a new way of doing things while also leaving yourself open to feedback.
• You know what exceptional engineers look like. You’ve thought deeply about what makes them tick, how to recruit them, and how to grow folks into them. I want to see depth here, the industry often regurgitates a vanilla description, but the reality is more nuanced.
• You’re good at thinking about product, business, and maybe even design, but you’re not interested in calling the shots and are more interested in building a team that can make the best decisions without you.
• You thrive in high-trust, high-autonomy environments. We're a young startup where leaders wear multiple hats, and you'll build your own (high-speed) on-ramp through developing strong feedback loops.

• You don’t enjoy coding or don’t find time to stay up-to-date on technology.
• You’ve gotten into management because it was the only growth path available
• You want to make all the product decisions instead of empowering your team to make those calls.
• You're happy with a team of engineers that are predominantly early-career, mid-career, or don't thrive with ownership or autonomy. With enough guardrails, the team can get things done.
• A staff or principal engineer to you is someone who spends most of their time project managing or doing architecture reviews.
• You’re not optimistic or convinced that we can build a large engineering team that functions differently than the status quo. You think, at some size, common processes need to be implemented to ensure consistent product delivery (e.g., sprint planning, product managers writing in-depth specifications). You might not say it out loud, but you think, at some size, compromises have to be made for the sake of hiring numbers.
• What We’re Building
• Talent teams aspire to build a hiring process that