Engineering Manager - Connectivity

Atlar

Stockholms kommun

On-site

SEK 750,000 - 1,000,000

Full time

14 days+
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Job summary

Atlar, located in Stockholm, is seeking a team leader for their Connectivity division. This role involves managing a high-performing team of engineers focused on bank integrations. Your tasks include operational excellence, capacity planning, and developing internal tools to enhance team throughput.

The ideal candidate will have a Bachelor's degree, over 2 years of experience managing engineers, and strong communication skills. Join Atlar to help drive the future of treasury management.

Qualifications

  • 2+ years of experience managing software engineers directly.
  • Experience building repeatable delivery processes.
  • Excellent English communication skills.

Responsibilities

  • Lead the Connectivity team, including coaching and development.
  • Plan and execute team delivery and prioritization.
  • Manage capacity planning and throughput metrics.
  • Develop internal tooling to enhance team efficiency.

Skills

Leadership
Operational excellence
Technical oversight
Agile methodology
Communication

Education

Bachelor's degree from an accredited university

Tools

Go on AWS

Job description

About Atlar

Atlar is the AI‑native treasury platform used by today's leading growth companies to manage cash, payments, forecasting, and liquidity in one place. Teams at Lovable, GetYourGuide, Storytel, Tide, Trustly, and Zilch use Atlar to connect their banks and ERPs in a single platform, save thousands of hours of manual work, unlock idle cash, and reduce errors at scale.

Atlar is headquartered in Stockholm, Sweden, and backed by Index Ventures, investors in category‑defining companies such as Adyen, Revolut, Figma, and more.

About The Role

The Connectivity team builds and operates the integrations that connect Atlar to the world's banks — the foundation every customer go‑live runs on. You will lead this team of seven engineers (growing to nine), including some of our most senior people, and report to the Engineering Director.

This is not a typical product‑engineering team. Connectivity's backlog is driven primarily by our commercial pipeline: new customers signed by Sales flow through Delivery and land here as bank integration work that gates their go‑live. The Delivery team is, in effect, your main internal customer — alongside the actual customer waiting to go live. That makes this role first and foremost an operational‑excellence role: the job is to build a lean, predictable, high‑throughput delivery machine, with the capacity visibility the rest of the company plans against.

The second half of the mandate follows from the first: you own the prioritization and delivery of the tooling that makes the team more efficient. We deliberately solve capacity problems with tooling and automation rather than by hiring linearly — there is a long roadmap of high‑leverage things to build here, and deciding what to build, when, is yours.

What You'll Do
  • Lead the Connectivity team: one‑on‑ones, coaching, career development, hiring, and the hard conversations — you are accountable for the health, growth, and output of everyone on the team.
  • Build and run a predictable delivery machine: planning cadence, intake from the Delivery team, prioritization, in‑sprint execution — keeping the team on the highest‑priority work and resolving priority conflicts as they arise — and the balance of speed and quality that a payments platform demands.
  • Own capacity planning and visibility — go‑live scheduling, throughput metrics, and a work‑tracking board that reflects reality — with early, honest flagging of constraints and delays, so the rest of the company can plan and commit against engineering reality.
  • Own the prioritization and delivery of internal tooling and automation that increases the team's throughput, so capacity scales faster than headcount.
  • Be the interface between Connectivity and the rest of the company — Delivery, Sales, Customer Success, Product — on what gets prioritized, when work lands, and how things get escalated.
  • Run the team's hiring: own the pipeline, the process, and the quality bar, starting with the two open positions.
  • Apply the performance framework: run the review cycle, level your people honestly, and take part in cross‑team calibration.
  • Run the engineering side of incidents on the team's surface — response, remediation, and postmortems.
  • Stay close to the code — design and code reviews, occasional contributions off the critical path — but your output is the team, not your commits. Technical direction sits with the team's senior and staff engineers; making it land predictably sits with you.
What You Need
  • Bachelor's degree from an accredited university.
  • 2+ years of experience managing software engineers directly, with a track record of building high‑performing teams.
  • Demonstrated experience building repeatable delivery processes and operational machinery — not just running agile ceremonies, but designing the system the team runs on.
  • Experience leading a team whose work is externally driven — integrations, platform or infrastructure engineering with internal customers, professional‑services‑adjacent engineering, or similar — where throughput and predictability are the product.
  • Strong enough technically to earn the trust of senior engineers and to interrogate an estimate — our stack is Go on AWS — without needing to be the best engineer in the room.
  • Excellent verbal and written English communication skills, and the ability to manage expectations across commercial and technical stakeholders.
  • High adaptability and ability to thrive in a fast‑paced environment.
Nice‑to‑Haves
  • Experience with bank connectivity protocols and channels (ISO 20022, SWIFT, EBICS, host‑to‑host).
  • Experience in payments, fintech, or another regulated environment.
  • Experience building internal tooling or automation that materially changed a team's throughput.
  • Experience at a high‑growth startup.
Location

This role is on‑site at our Stockholm headquarters.

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