Senior Engineering Manager, Eventogy

• At least four years leading software engineers in a technical delivery capacity, accountable for what shipped and when, not only for technical direction
• You have led a team of five to ten engineers on a live SaaS product
• A record of shipping committed work to agreed dates that you can talk through in specifics: what was promised, what landed, and what you did when it went wrong
• You have taken an underperforming team up a level, and can say exactly what you changed and how
• You have built estimates other people relied on, and you can explain your method: decomposition, ranges, confidence and contingency
• You measure how accurate your estimates turn out to be, and you improve them
• You tell stakeholders bad news early, with a plan attached
• Current, hands-on skill with Next.js, React and TypeScript, and with Laravel and PHP. You can pick up a ticket yourself, not just review one
• You already work AI-first: tools such as Claude Code are part of how you build every day, and you know where they help and where they hurt
• Comfortable reading code, reviewing pull requests and challenging an estimate or a design on its technical merits
• A working understanding of CI/CD, environments, releases and running production on AWS
• Direct, fair and comfortable having hard conversations about performance
• You have run formal performance processes properly, from the first conversation to the outcome
• You build accountability in a team without micromanaging it
• You have made engineers responsible for their work in production, not just for getting it merged, and can explain how you made that stick

Desirable

• You will own the engineering team's delivery, every day. What was promised lands, at the standard our clients expect, and problems surface at the start of the week, not the day before a deadline
• The work is predominantly on our new platform, built on Next.js and Laravel. Our original PHP and CodeIgniter platform runs alongside it while clients move across
• The lines are clear. The CTO owns technology direction, architecture and security. The Product Owner owns what gets built. The Delivery Manager owns the plan and its timelines, manages stakeholders, and is the team's voice to the rest of the business. You own the technical delivery behind all of it
• You are the critical path: every date the Delivery Manager communicates is one you are accountable for engineering to hit. You report to the CTO and work directly with the CEO on delivery
• That makes your partnership with the Delivery Manager the centre of the job. You size work with the Product Owner and Delivery Manager before it is committed, so the dates that go out are ones the team can hit
• You give the Delivery Manager an honest, early read on progress and risk, so the business hears about a problem while there is still time to act on it. Then you make the dates happen. You will be measured on delivery outcomes
• We work on a simple principle: build it, run it, own it. The engineers who write a feature are the ones who deploy it, support it in production and answer for how it performs. You will embed that across the team, and it starts with you: this role owns the whole of the technical delivery, not just the plan
• This is a hands-on role. Expect to spend 20 to 30 percent of your time writing code: enough to stay credible with the team and close to the codebase, not so much that you disappear into it
• Run the team day to day. Know where every piece of work stands, and challenge it when a task has taken far longer than it should
• Size work with the Product Owner and Delivery Manager before it is committed, in enough detail to plan against and to give clients dates
• Work hand in hand with the Delivery Manager: she owns the plan and the stakeholder conversation, you own the engineering behind it, including dependencies, technical risk and team capacity
• Raise slippage with the Delivery Manager early and honestly, with a recovery plan attached, so she can manage expectations before a date is missed
• Own the delivery numbers, work committed against work delivered and time from start to live, and report them weekly to the CTO and CEO
• Make build it, run it, own it the way the team works: engineers take their work from ticket to production and stay accountable for it once it is live, with no handing problems over the wall
• Own production across both platforms, including our original platform, and the on-call rota that supports it
• Set, publish and enforce the engineering standard for code review, testing and releases, applied to everyone, and to AI-written code as much as human-written
• Hire, onboard and performance-manage engineers, dealing with under-delivery directly and fairly and running formal processes properly when they are needed
• Write code yourself for 20 to 30 percent of your time
• Run a lean engineering rhythm: planning, stand-ups, reviews and retrospectives that earn their time
• Stack: Next.js, React and TypeScript on the front end. Laravel and PHP on the back end. A legacy PHP and CodeIgniter platform being modernised alongside it. AWS underneath. Claude Code used throughout engineering
• What success looks like at 90 days:
• Work delivered against work committed is measurably higher than when you arrived
• A written engineering standard is published and applied to everyone
• The quarter's committed work has landed as promised

• Apply with your CV and answer both questions below on the application form. Applications without answers to both will not be reviewed
• Tell us about a delivery commitment that was at risk of slipping. How did you spot it, what did you do, and how did it end?
• How do you build an estimate you would put your name to? Walk us through a real example, and tell us how close the outcome came