Senior Engineering Manager, Athelas

• 5+ years managing software engineers, including senior and staff-level ICs. You've grown engineers into leads and staff engineers, and you can name them
• You've shipped financial, reporting, or data-intensive systems in production where the numbers had to tie. You know how a report can be technically correct and still wrong to the person reading it
• Backend and data fluency. You can review a query plan, push back on a ledger design, and debug a parity failure yourself. Staff engineers will take you seriously because you engage with the substance
• You've set direction for a product surface and can say what it should look like in 12 months
• You're comfortable across the table from a CFO explaining why a number moved
• Operational discipline: on-call, SLOs, and monitoring for correctness as well as availability
• You move fast on incomplete information and reset timelines honestly when the work turns out bigger than expected

Desirable

• We're hiring a Senior Engineering Manager for the team that owns the financial core of our revenue cycle product. That's three things: the ledger that records every financial event, the reports that billing managers and CFOs close their books on, and the analytics that tell a practice how it's doing
• You'll manage 6 to 8 engineers, from early-career to Senior Staff, own the roadmap with your product partner, and be accountable for financial correctness across the platform. We're partway through rebuilding this surface: moving a decade of report logic onto a drift-free ledger and a modern OLAP layer, while customers keep closing their books on the old one
• Manage and grow a team of 6 to 8 engineers. Hiring, performance, career growth. Build people who can each run a customer escalation, a data migration, or an incident end-to-end without you in the room
• Set the roadmap with your product partner. The goal is to get from building whatever report a customer asked for to customers building their own reports and closing their books without us involved
• Own financial correctness. For this team, wrong numbers are a worse failure than a slow page. You'll own the systems that catch silent errors: shadow parity harnesses, cross-report tie-out checks, drift monitoring, and correctness SLOs next to the uptime ones
• Lead multi-quarter migrations (ledger report migration, OLAP golden views) incrementally, with parity checks at each step, without breaking anyone's close
• Own the customer relationship at the top of the stack. Sit with comptrollers, CFOs, and RCM directors at our largest sites during month-end. Turn their definition of "correct" into software, and turn recurring escalations into roadmap
• Run cross-team execution with the payments/posting team, data infrastructure, and ops so upstream changes don't quietly break downstream numbers