Software Engineering Manager

Remitian; Miami (FL); Hybrid; USD 180,000 - 240,000; Full time

Job summary

Remitian is seeking an Engineering Manager to lead and scale the engineering organization from 15 to 150+ engineers while preserving high quality and ownership. You will shape the structure, governance, and leadership layer, partnering with the CEO to align people, processes, and outcomes with customer needs.

You will focus on delivering reliable, compliant systems in a regulated fintech context, working hybrid from Florida.

Qualifications

• 10+ years in software engineering, including 5+ years leading engineers and managing managers.
• Track record leading engineering scale from 15 to 50+ and beyond.
• Strong customer-centric mindset with experience aligning product and engineering outcomes.

Responsibilities

• Define and evolve the engineering organisation as it scales from 15 to 150+ engineers.
• Build leadership layer with team leads and managers.
• Own delivery cadence, quality bar, and release governance across product lines.
• Ensure SOC 2 and regulatory compliance readiness and security-first practices.
• Collaborate with product management to ground decisions in customer outcomes.

Skills

Software engineering

Engineering leadership

People management

Technical architecture

AI tooling

Tools

AWS

CI/CD

Job description

Remitian is looking for an Engineering Manager to lead our engineering organisation through its next phase of growth. We build tax payment and compliance infrastructure for accountants and the firms they serve in the US and Canada. We operate under SOC 2, and move money on regulated rails.

Engineering today is around 15 people: small, senior and flat. We are entering a growth phase that will take it to 50 and then to 150, and this role exists to lead that.

This is an organisation-leader role reporting to the CEO. You will own engineering end to end: the people, the structure, the delivery cadence, the quality bar and the outcomes. The organisation is flat today, and part of your mandate is to decide how it should evolve as we grow: when to introduce team leads and managers, how to organise around products and platforms, and how to keep what makes a 15-person team good while building the systems a 150-person one needs.

We are looking for someone who has done this before. You have led an engineering organisation of 50 or more, and you have personally taken a team from roughly our size to that scale. You know which processes to introduce at 30 that would have been overhead at 15, and which ones to resist at 80. You have hired, levelled, promoted and exited engineers and managers, and you have built the second layer of leadership rather than being the only leader in the room.

Just as important, you are focused on customer outcomes rather than output. You have a track record of deeply understanding the problems of your customers. At Remitian, you’ll spend time with the accountants, firms and partners who use our platform. You partner with product management on discovery before engineering commits, and you insist on evidence that a piece of work moved a customer outcome rather than assuming it did because we shipped it.

This is a strong-technical role, not a coding role. You can read the code, review the architecture and debug a stuck deployment, and you are credible with senior engineers. Your time goes to people, organisation, process and outcomes.

This role is based in Florida, with Miami preferred, on a hybrid schedule.

Key Responsibilities

Engineering Organisation and Scaling

• Own the design of the engineering organisation and evolve it deliberately from a flat 15-person team to 50 and then 150, introducing structure only when it earns its place
• Own the hiring plan and the hiring bar for engineering: sourcing strategy, interview process, levelling framework and offer decisions, in partnership with the CEO and recruiting partners
• Build and develop the next layer of engineering leadership, growing team leads and managers from within where possible and hiring where not
• Run 1:1s, performance management, growth planning and levelling for your direct reports, and set the standard for how these are done across the organisation
• Set the operating rhythm for engineering, including planning, retrospectives and the metrics you use to know whether the organisation is healthy

Customer Outcomes and Product Partnership

• Spend regular time with customers, meaning the accountants, firms and integration partners who rely on Remitian, so that engineering decisions are grounded in how the product is actually used
• Partner with product management on discovery before delivery, so that engineering commits to problems validated with customers and data rather than to assumptions about what customers want
• Define, with product management, the customer outcome each significant initiative is meant to move, and hold the organisation accountable for measuring whether it did
• Redirect or stop work that is not moving customer outcomes, even when it is on plan
• Own customer-facing release framing: translating internal scope into change-list language that the CEO and customer teams can send to customers

Delivery, Quality and Release Cadence

• Own end-to-end delivery across all product lines: backlog health, scope discipline within each release cycle, and on-time, defect-free quarterly releases
• Own the engineering quality bar: architecture review, review standards for high-risk changes, testing expectations and the engineering standards that apply across teams
• Keep delivery predictable as the organisation grows, so that adding people adds throughput rather than coordination overhead
• Contribute to the roadmap and product strategy alongside product management and the CEO, and bring an engineering point of view on sequencing, risk and investment

Reliability, Security and Compliance

• Own production incident response across the platform: triage, escalation, customer communication in partnership with the customer teams, and post-incident review that prevents recurrence
• Own engineering's obligations under SOC 2 and the regulated payment rails we operate on, and keep the organisation audit-ready as a matter of routine rather than a scramble
• Set the standard for observability, alerting and operational ownership on money-movement and API workflows
• Bring a security-first mindset to how the organisation designs, reviews and operates systems that handle taxpayer data and move money

Technical Direction and Engineering Culture

• Set technical direction for the platform in partnership with the staff engineers and team leads, and make sure architecture decisions are written down and defended
• Champion the integration of AI agents and LLM tooling into the SDLC, with a clear point of view on how to roll them out across the organisation without losing code quality or review rigour
• Build and protect a culture of high agency and ownership: engineers who find work that needs doing, push back when something is wrong, and are accountable for outcomes
• Own onboarding, so that new engineers are productive quickly and the culture scales with the headcount
• Communicate clearly and often, in writing, to engineering, to the executive team and to the board when needed

Who You Are

• 10+ years in software engineering, including 5+ years leading engineers and experience managing managers
• Proven experience leading an engineering organisation of 50 or more, and personal experience scaling a team from roughly 15 to 50 or beyond in a leadership seat
• A track record of building the leadership layer: hiring and growing team leads and engineering managers, and designing the organisation they operate in
• Demonstrated customer centricity: you have spent time with customers directly, partnered with product on discovery, and can point to work you redirected or stopped because the data said so
• Track record shipping production software in a regulated environment such as fintech, healthtech or govtech. You have lived inside an audit window
• Strong technical background: you can read the code, review the architecture and debug a stuck deploy, and you are credible with senior engineers without being the strongest coder in the room
• Comfort treating hands-on coding as the exception, not the default. You get leverage through people, organisation and process
• Experience managing both full-time engineers and external contractors
• Hands-on fluency with LLM and AI tooling for engineering productivity, and a point of view on how to roll it out across an organisation
• Excellent written communication. You can draft customer-facing change-list framing in one pass, not five
• Excited by a fast-paced startup where priorities shift and ambiguity is part of the job
• Based in or willing to relocate to Florida, with Miami preferred, on a hybrid schedule of 3 to 4 days per week in office

Nice to Haves

• Fintech experience: payment rails (ACH, EFT, card), tax or regulatory domains, money movement or accounting-adjacent products. You understand why a missed reconciliation matters
• Experience scaling an engineering organisation beyond 100 people, or through a Series B or later growth phase
• Experience with B2B SaaS or multi-product platforms, including a public API that partners build on
• Experience introducing product analytics, outcome metrics or continuous discovery into an engineering organisation that did not have them
• Enough familiarity with C# and .NET, AWS and modern CI/CD to engage credibly with the platform we run
• Experience shipping LLM-powered features into production
• Experience leading teams across US and Canadian offices, or distributed teams more generally

Why Join Us

• Lead the engineering organisation through the growth phase that will define Remitian, with the mandate and the CEO's backing to shape it
• Build the organisation rather than inherit it: the structure, the leadership layer, the hiring bar and the culture are yours to design
• Work on systems where correctness genuinely matters, since a wrong tax payment is not a cosmetic bug
• Join a small, senior, high-agency team that ships on a predictable cadence and takes ownership seriously
• Use modern tools, including AI and LLM tooling, and set the standard for how a scaling engineering organisation adopts them
• Report directly to the CEO with a seat at the table on roadmap, strategy and investment