Manager, Software Engineering

ai2io; EE. UU.; A distancia; USD 120.000 - 180.000; Jornada completa

Descripción de la vacante

AI2IO is seeking a Manager, Software Engineering to lead engineers, strengthen team capability, and create conditions for sustainable software delivery. This is a formal people-management role with accountability for performance, development, staffing, workforce planning, and team effectiveness.

The Manager partners with tech leads, architects, PMs, Product Owners, and the Director, Software Engineering to align coaching, delivery, and organizational readiness; focusing on people and environment

Formación

• Proven experience in performance management and coaching.
• Ability to conduct structured interviews and hiring.
• Experience building and leading software teams with Tech Leads and Architects.
• Workforce and capacity planning experience.
• Strong cross-functional collaboration and communication.

Responsabilidades

• Lead assigned engineers with 1-on-1s, feedback, and development plans.
• Build team capability and leadership depth through mentoring and assignments.
• Plan staffing, capacity, and succession across teams.
• Partner with Technical Leads, Architects, PMs, and Product Owners.
• Escalate staffing and delivery risks with evidence-based options.
• Establish candid, respectful team practices and healthy delivery environment.

Conocimientos

People management

Performance reviews

Mentoring

Staffing

Hiring

Strategic planning

Cross-functional collaboration

Descripción del empleo

AI2IO helps organizations navigate the complex landscape of technology solutions, from foundational IT services and system support to advanced software integration, automation, and cutting‑edge AI implementations. Our expertise spans IT infrastructure management, custom software development, seamless system integrations, and optimization of low‑code business automation, empowering clients to maximize their existing technology investments.

Join us and be part of a team where your voice matters, your work makes an impact, and your growth is a shared priority.

Position Title:

Manager, Software Engineering

Position Location:

Remote - work virtually from anywhere in the United States

Job Summary

AI2IO is seeking a Manager, Software Engineering to lead engineers, strengthen team capability, and create the organizational conditions required for sustainable software delivery. This is a formal people‑management role with accountability for performance, development, staffing, workforce planning, team effectiveness, hiring, onboarding, retention, and the management systems that support a growing engineering organization. The Manager partners closely with Software Engineer Technical Leads, Architects, Project Managers, Product Owners, and the Director, Software Engineering. Technical Leads retain team‑level technical direction, Architects retain cross‑team platform authority, and Project Managers retain integrated delivery coordination. The Manager brings sufficient technical depth to understand risk and ask informed questions while focusing primarily on people, capacity, organizational support, management escalation, and the environment in which engineering teams perform.

Essential Functions

This role progresses from complete ownership of people leadership and the delivery environment for assigned teams toward broader organizational effectiveness, management‑system adoption, leadership‑pipeline development, and readiness for larger engineering‑organization scope.

Lead and Develop Engineers

• Serve as the formal manager for assigned engineers through regular one‑on‑ones, clear role expectations, timely feedback, performance reviews, professional‑development planning, and credible support for each direct report.
• Provide recognition and developmental feedback throughout the year rather than relying on formal review cycles.
• Address sustained performance concerns through clear expectations, documented feedback, support plans, follow‑through, and appropriate organizational processes.
• Connect individual goals to meaningful assignments, coaching, learning opportunities, mentoring, and increasing ownership without promising advancement before readiness is demonstrated.
• Help employees understand individual‑contributor and management career paths, including the different skills, responsibilities, and accountability models each requires.

Build Team Capability and Leadership Depth

• Identify recurring skill gaps and coordinate learning, pairing, role assignments, mentoring, or hiring plans that strengthen team capability.
• Develop potential future Technical Leads and Managers through carefully scoped assignments, clear feedback, and partnership with current leaders.
• Reduce key‑person and leadership‑continuity risk through documented ownership, distributed capability, and credible succession options.
• Create opportunities for other leaders to operate independently while maintaining appropriate review, support, and accountability.
• Ensure career discussions distinguish sustained next‑role readiness from tenure, aspiration, isolated success, or temporary stretch performance. Own the Sustainable Delivery Environment
• Ensure assigned teams have sufficient staffing, capability, role clarity, decision pathways, tools, and organizational support for committed work.
• Partner with Technical Leads and Project Managers to understand delivery health, technical risk, dependencies, capacity limitations, and recovery needs without replacing technical or project‑management ownership.
• Ensure material delivery problems receive appropriate management intervention, including staffing changes, priority escalation, cross‑team negotiation, or leadership decisions.
• Review recurring delays, incidents, rework, quality concerns, and support burdens to identify organizational, staffing, or capability improvements.
• Protect teams from sustained overload and repeated commitment patterns that are not compatible with available capacity.

Maintain Clear Leadership Boundaries

• Partner with Technical Leads, who own technical feasibility, estimates, dependencies, execution health, engineering standards, and team‑level technical direction.
• Partner with Architects, who own cross‑team platform architecture and organizational technical standards.
• Partner with Project Managers, who own the integrated schedule, formal stakeholder communication, scope coordination, project governance, and overall delivery process.
• Partner with Product Owners and Business Analysts while preserving their authority for product direction, priorities, requirements, and analysis practices.
• Escalate unresolved capacity, staffing, conduct, performance, organizational, or cross‑team issues through the appropriate leadership path with evidence and recommended options.

Support Candid, Respectful Team Practices

• Establish team practices that support candid discussion of risks, uncertainty, mistakes, technical disagreements, workload concerns, and alternative viewpoints without retaliation or individual blame.
• Respond to observable indicators such as unresolved conflict, sustained workload imbalance, recurring escalation failures, avoidable attrition concerns, or reluctance to raise delivery problems.
• Address interpersonal, performance, conduct, or employee‑relations concerns through appropriate management and people‑process channels rather than delegating formal people accountability to Technical Leads.
• Create dependable communication rhythms so employees understand priorities, organizational changes, decisions, and available support.
• Maintain appropriate confidentiality while ensuring leaders receive the information required to address material organizational risk.

Plan Workforce, Capacity, and Succession

• Maintain a current view of capacity, critical skills, experience distribution, succession risk, key‑person dependencies, and anticipated staffing needs.
• Develop hiring and internal‑development plans that address capability gaps rather than treating every vacancy as a direct replacement.
• Identify succession options for critical responsibilities and create development opportunities that reduce knowledge and leadership continuity risk.
• Provide evidence‑based staffing, role‑design, and capacity recommendations to the Director, Software Engineering.
• Coordinate temporary staffing or responsibility changes transparently when organizational needs require coverage across teams.

Lead Hiring, Selection, and Onboarding

• Partner with the Director on workforce planning and hiring by defining capability needs, role requirements, interview plans, evaluation criteria, and recommended hiring priorities.
• Lead structured and equitable selection processes, calibrate interviewers, document evidence, and make clear candidate recommendations within assigned authority.
• Own consistent onboarding expectations, including role clarity, access, relationships, learning objectives, 30/60/90‑day plans, and regular ramp check‑ins.
• Evaluate onboarding effectiveness through observable independence, role understanding, delivery contribution, and feedback, then improve the process based on evidence.
• Identify retention risks early and coordinate appropriate responses with the Director and organizational partners. Improve Management Systems and Organizational Effectiveness
• Lead adoption of improved performance‑management, career‑development, hiring, onboarding, workforce planning, and team‑operating practices.
• Define the transition, communication, management enablement, governance, and success measures required for major practice changes.
• Evaluate whether adopted practices improve clarity, fairness, staffing effectiveness, internal growth, leadership continuity, and organizational sustainability.
• Identify patterns spanning multiple engineering teams and coordinate improvements with peer Managers, Technical Leads, Architects, Project Managers, Product Owners, and the Director.
• Improve role clarity, escalation pathways, shared staffing practices, cross‑team resource coordination, and management consistency.
• Simplify or retire management practices that add effort without producing useful decisions, employee support, or organizational outcomes.

Contribute to Strategic People Leadership

• Partner with the Director and organizational partners on hiring strategy, compensation planning, career frameworks, workforce design, culture programs, and organizational change.
• Translate organizational priorities into team capability, staffing, development, communication, and operating plans.
• Advise leadership on the people and organizational implications of delivery commitments, technical investments, reorganizations, or capability changes.
• Represent team capacity, capability, succession, and organizational risks in department planning with concise evidence and decision‑ready recommendations.
• Maintain responsible stewardship of confidential employee and organizational information.

Grow Toward Broader Organizational Leadership

• Demonstrate effective leadership across multiple teams or a substantial engineering area rather than only one assigned team.
• Develop other Managers and Technical Leads and sustain outcomes through those leaders rather than direct personal involvement in routine team decisions.
• Expand ownership of workforce, succession, organizational design, management systems, and department level capability planning.
• Translate organizational strategy into staffing, operating, investment, capability, and leadership‑development plans.
• Demonstrate sustained judgment in balancing employee needs, delivery outcomes, technical capability, organizational risk, and business priorities.

What Success Looks Like

• Direct reports understand their role expectations, receive timely feedback, and have credible development plans.
• Performance concerns, recognition, and growth opportunities are addressed promptly rather than deferred to formal review cycles.
• Technical Leads retain clear technical authority and receive effective management partnership.
• Teams have sufficient staffing, capability, role clarity, and organizational support to deliver sustainably.
• Delivery, workload, retention, capability, and succession risks are visible early and addressed with clear ownership.
• Hiring decisions reflect documented capability needs and structured evaluation, and new employees receive consistent onboarding support.
• Management practices are applied consistently across comparable roles and teams.
• The engineering organization sustains delivery during leadership absences because ownership, decision paths, and critical knowledge are distributed.

Position Requirements

• Demonstrated experience managing performance, providing difficult feedback, recognizing strong contribution, developing talent, and applying fair career expectations.
• Experience conducting performance reviews, promotion assessments, career calibration, and documented performance‑improvement processes.
• Demonstrated ability to build healthy, capable software teams while preserving clear authority for Technical Leads, Architects, Product Owners, and Project Managers.
• Experience with workforce planning, capacity planning, skill‑gap assessment, succession planning, and evidence‑based staffing recommendations.
• Experience defining roles, conducting structured interviews, selecting candidates, and improving onboarding and retention practices.