Head of Engineering at VC-backed motorsport startup

Track Titan; Greater London; Vor Ort; GBP 140.000 - 200.000; Vollzeit

Zusammenfassung

Track Titan is building the operating system for motorsport, delivering an AI-driven coaching platform used by hundreds of thousands of sim racers. We seek a Head of Engineering to own people, delivery and process across product engineering and ML, partnering with the CTPO on direction, standards and culture.

You will lead talent, set up scalable orgs and ensure fast, high-quality shipping that matches our ambitious product roadmap in racing tech.

Qualifikationen

• Strong track record of managing software engineers.
• Experience leading multiple teams or managers.
• Hands-on engineering leadership with coding influence.
• Hiring, onboarding, and growing engineering talent.

Aufgaben

• Own and grow the engineering team; conduct 1:1s, provide growth plans, address underperformance.
• Own delivery cadence across product engineering and ML; ensure predictable output and visible progress.
• Build the operating system of the team; establish culture, rituals, and process improvements.

Kenntnisse

Managing software engineers

Leadership of multiple teams

Hands-on engineering

Hiring & onboarding

Written communication

Startup-scale pragmatism

Architectural judgement

Delivery planning

Jobbeschreibung

Who We Are

Track Titan is building the operating system for motorsport - every racer's "personal career mode", from their first casual lap to the pro ranks. Over 300,000 sim racers use our AI coaching to get measurably faster - recording more than 1M km of racing telemetry daily while doing so, one of the most unique datasets in sports tech - and our ambitions stretch far beyond sim racing. We’re a team of pro-level racers who have also been senior employees in startups of all scales that have raised hundreds of millions of dollars. Together as Track Titan, we raised a $5M seed in late 2025, co-led by Partech and Game Changers Ventures, and we're the only company backed by tier-one VCs going deep on racing - which lets us make the big bets that nobody else in this space can. Now we're building the team to execute on those bets.

Your mission

To build and lead the engineering org creating the best product in motorsport - one that ships quickly, predictably, and at a quality the whole team is proud of.

As our Head of Engineering, you'll own the people, delivery, and process side of engineering, across product engineering and ML. We're at the point where engineering leadership becomes a craft in its own right, and we're investing in it accordingly. You'll partner closely with the CTPO, who owns product and AI direction, to build the engineering org itself: the standards, the systems, and the culture.

This is a role for someone who is as passionate about speed, quality, team culture and operational excellence as most engineers are about the tech itself. The best teams are demanding and happy: people do their best work when expectations are high, ownership is real, and momentum is visible. We're not looking for someone to keep a machine running. We're looking for someone who is excited to build and fine-tune the machine in the first place.

Why this role, why now

We ship across web, desktop, and mobile, our ML work is moving from research into the product, and our ambitions are growing faster than the team. Our ways of working need to match: delivery that is predictable and visible, process that creates speed, and big ML bets that reach users in iterative steps along the way. We believe the fastest teams do fewer things, better - with high talent density and real ownership.

Up to now, engineering leadership has been shared between our CTPO and technical team leads, on top of everyone’s other responsibilities. This is the first time it becomes someone's full-time job - with real momentum and full backing from leadership.

What You Will Do

• Own and grow the team. Run 1:1s that go beyond status updates, give candid feedback early rather than at review time, and build growth plans people actually follow. Recognise excellence loudly and address underperformance directly and early - and make both feel like the same thing: taking someone's growth seriously.
• Own delivery. Own engineering's delivery cadence and commitments, across product engineering and ML. Make commitments clear, output predictable, and progress visible - momentum people can see is momentum they can feel. That includes research-heavy work: big bets broken into staged steps with honest uncertainty, so that user value ships along the way and decisions to double down, pivot or stop come early. When something slips, find the systemic cause and fix it rather than managing around it.
• Build the operating system. Own the culture, rituals and processes that make the team fast - planning, retros, definition of done - improving them by shipping changes, not just writing proposals. You know the difference between process that creates speed and process that creates paperwork, and you treat process debt with the same seriousness as tech debt. This should be the part of the job that excites you most - especially at a time when AI is reshaping how engineering orgs are built and operate.
• Lead how we build. Own org-wide standards and practices - quality, reliability, infrastructure and cost - and lead how we build as an AI-native engineering org. This is a hands-on management role, especially early on: you'll spend real time in the codebase and work closely with our senior engineers on the technical decisions that matter most.
• Raise the bar with every hire. Own engineering's hiring and onboarding. Every person you add should lift the average, not just fill a seat, prioritising talent density over headcount. We expect engineering to grow significantly over the next 12-18 months, organically and potentially through acquisitions, and you'll shape who joins and how quickly they're shipping and feeling at home.
• Put the team on the map. How we show up externally - through an engineering blog, conference talks, open source, or something we haven't thought of - is a fairly blank canvas and yours to shape together with the team. A team proud enough to show its work attracts people who raise the bar further.

This is a management role, but we're not adding management for its own sake. If the team isn't faster, prouder, and more ambitious because you're here, the role has failed. And if your instinct when something's broken is more ceremony, this isn't the fit. If it's more clarity, more ownership, more urgency - it is.

What Success Looks Like In Your First Six Months

• Delivery is predictable, visible, and measurably faster: commitments are clear and met, and we ship user value in regular increments while also working towards bigger bets with more uncertainty.
• Our levelling and performance systems are built for a growing org, and the team trusts them.
• You've made your first hires, and each one lifted the average and delivered user impact.
• We can absorb new people, teams and codebases - organically or through acquisition - without losing speed.
• How we build and run things with AI is something the team is proud of, and that others ask us about.

Your profile

What you bring:

• Strong track record of managing software engineers, including leading multiple teams or managing managers - and management is the job you are passionate about, not the one you drifted into. The engineers you've managed would sign up to work for you again.
• You've both taken over an existing team and built one through hiring, and you know the difference. You can talk concretely about how you earned trust in a team you didn't hire, and how you raised the bar through the people you brought in.
• You've made a team measurably faster. You can point to delivery you improved - predictability, scoping, cycle time, the quality of commitments - and explain what you changed and why it worked.
• You hold a high, explicit bar - and people rise to it rather than resent it. You'd rather have a hard conversation this week than a harder one next quarter, and you make performance - strong and weak - visible rather than letting it blur. Your former teams would call the experience demanding, and mean it as a compliment.
• You've built people-systems, not just used them - engineering ladders, how feedback flows, how work gets planned and reviewed - ideally somewhere they didn't exist yet.
• You're technically strong and hands-on. Ideally you've been a strong senior or staff engineer yourself: you can go deep in the stack, pressure-test architecture and delivery risk with senior engineers, and be taken seriously. You don't need to out-code the team, but you can't be a pure process manager.
• Startup-scale pragmatism. You're comfortable in a small, early-stage engineering org while designing for one many times its size. No playbook cargo-culting: you understand the principles behind the processes and adapt them to the stage we're at.
• Excellent written communicator. As a partially distributed, async-first team, writing is how we work: documentation, expectations, decisions, and feedback all live in writing.
• Fl