Senior Engineering Manager, Cozero

• Bring 8+ years of experience in software engineering with 3+ years managing engineering teams
• Have managed 8 or more engineers as your primary job. You have run sprints, done performance reviews, hired, fired, promoted, and coached people through career transitions
• Know sprint mechanics cold. You have opinions on planning length, story sizing, retro formats, refinement cadence. You can walk into a team that is running sprints badly and diagnose it in one cycle
• Are product-adjacent. You sit with PMs, you ask about customer problems, you understand why the roadmap looks the way it does. You do not treat product as "the people who give us tickets"
• Care about people careers as much as delivery. You have specific examples of engineers you helped grow: from mid to senior, from IC to lead, from stuck to unstuck. You give feedback fast, direct, and kind
• Have designed and owned complex Systems before. You don’t need to write code frequently, but you have owned Systems in the past. You have architecture and system design experience, and can hold a real conversation about event-driven systems, deploy failures, database performance or infrastructure cost, without being blocked behind your technical peers
• Are calm in a fast-paced environment. Cozero ships fast. Incidents happen. Scope changes. You don’t create additional heat; you absorb it and reset the team
• Communicate in writing first. Weekly written updates, structured notes, incident retros. Async by default, but you advocate for a genuine outspoken culture where people have more ad-hoc calls than fixed-schedule meetings
• Are comfortable working remotely across a mostly-EU team. You know how to build psychological safety without hallway conversations
• AI champion. You have worked and successfully thrived in a pre-AI era, but you’re comfortable with AI-assisted engineering tooling (Claude, Cursor, Copilot) and interested in raising the team's fluency here

Desirable

• We are hiring a Senior Engineering Manager (m/f/d) to own delivery and people across the group so that the Head of Product and Engineering can focus on strategic, product, and commercial work
• You will run the operating rhythm, coach engineers through career transitions, partner closely with product managers, and hold your own in a system design conversation because you have designed systems yourself
• Own delivery for the entire engineering group. Squads run their own ceremonies; you are accountable for planning quality, refinement depth, retro follow-through, and sprint predictability. You have full agency to redesign our sprint ceremonies and delivery touch points
• Line-manage all software and data engineers (around 12 people). 1:1s, performance feedback, salary conversations, promotions, and PIPs. Build a coherent people system across squads
• Run cross-squad alignment. Surface dependencies before they become blockers. Own the mechanics of the operating rhythm (weekly delivery sync, monthly initiative review)
• Unblock. When something is stuck, you find out why and remove the friction. Technical direction stays with the Principal Engineer and DevOps Lead; you work closely with them as peers
• Own software quality and rigor as a process discipline: test coverage, incident post-mortems, code review turnaround, deploy hygiene. You define these guidelines and make sure they land and stick
• Partner with the Product Team. Sprint intake, scoping, feasibility, capacity conversations, mediation
• Build the aspiring Head of Engineering muscle: learn the business, the customers, the product, and the strategic bets