Head of Engineering

Forsyth Barnes; España; In loco; EUR 90.000 - 140.000; Tempo pieno

Descrizione del lavoro

Forsyth Barnes is seeking an experienced Engineering Manager to lead a cross-functional team of 15 to 20 engineers across squads, ensuring fast delivery with high quality.

You will own the technical design, drive velocity, and collaborate with product leadership to align roadmap and architecture. This role requires hands-on leadership and a track record of building scalable systems.

Competenze

• 4 to 6+ years in engineering leadership roles, overseeing engineers directly.
• Experience as a senior/ staff engineer with architectural judgment.
• Strong systems design skills and ability to challenge proposals.
• Ability to own end-to-end outcomes and roadmaps with product leadership.

Mansioni

• Feasibility and delivery: accountable for delivery outcomes and velocity.
• The people: manage 15 to 20 direct reports including hiring and promotions.
• Technical judgement across squads: challenge estimates and proposals from engineers.
• Operating rhythm: plan, estimate, track and report delivery with transparency.
• Capacity: assign best people to high-impact work and rotate engineers across squads.

Conoscenze

Engineering management

Senior engineering

Systems design

Technical leadership

People management

Hiring & onboarding

Descrizione del lavoro

Our client is the Finance AI platform for Europe's mid-sized businesses, giving companies real-time visibility and full control over their spend. By automating card issuing, invoice management and expenses, our client simplifies financial workflows and frees finance and accounting teams from manual, administrative work.

Job Description

What you'll own

• Feasibility and delivery: You're accountable for the delivery outcomes and velocity: the right problems, solved at the right quality, as fast as possible.
• The people: 15 to 20 direct reports. Hiring, onboarding, expectations, feedback, development, compensation and promotion recommendations, and the tough calls that keep talent density high. Tech Leads feed you performance signals; the decisions and the conversations are yours.
• Technical judgement across squads: Broad understanding of the systems and how they fit into the wider architecture. You challenge estimates and technical proposals from your engineers; you don't produce the estimates yourself.
• Operating rhythm: plan, estimate, track and report on delivery, with proactive, timely transparency to the leadership, the good and the bad.
• Capacity: Putting your best people on the most impactful work, moving engineers between squads while still letting people build real domain depth.

How we expect leaders to operate

• Velocity first, with high agency: Working smart and hard on the right problems.
• Lead by example, stay close to the work: You know the details of what your team is building and course-correct in real time. You get hands‑on when speed or quality is on the line.
• End‑to‑end ownership of outcomes. Responsibility doesn't stop at your team's boundary. Make changes elsewhere when that's what it takes, communicating first, not unilaterally.
• No waterfall, no blame: Product, Design and Engineering work together from the start. If there's a gap in the trio, fill it or name it.
• Disagree and commit: Challenge when it matters. Once a call is made, own the message and explain the why, including for calls you argued against.
• Proactive expertise. We build expert products for finance teams. Decisions rest on real expertise, internal and external, not assumptions.

What you bring

• 4 to 6+ years in engineering management: with a track record of managing engineers directly at a meaningful span. You've run hiring, performance management and difficult conversations yourself, not through a layer of managers.
• A senior engineering career before that. You've operated at senior or staff level as an engineer and your judgement on system design is current, not historical.
• Strong systems design. You can read an architecture, spot where it will break, and argue an alternative with the people who built it. You can tell a 2-week estimate from a 6-week one and explain why.
• Comfort as a technical peer to product leadership. You've shaped roadmaps and scope through feasibility arguments, and you've won and lost those arguments gracefully.
• Structure at scale without a middle layer. You build the practices that make 15 to 20 direct reports work: clear expectations, regular feedback, visible delivery.
• Fast in unfamiliar domains. You can reason about a new technical domain quickly and contribute before you have deep prior expertise in it.
• Experience from an environment with mature engineering practices: code review, testing, incident handling, planning and estimation that actually work. You know what good looks like and can build it where it's missing.