Engineering Manager - EU

Location

Remote - European Union; Austria; Barcelona; Berlin; Croatia; Denmark; Estonia; France; Germany; Hungary; Ireland; Italy; Netherlands; Norway; Portugal; Romania; Spain; Stockholm; Sweden; Switzerland

Employment Type

Full time

Department

EngineeringEMEA Engineering

Compensation

• EU€110K – €185K • Offers Equity • Offers Bonus

About the Position

Hi 👋 I’m Colin, Director of Engineering, Europe. How do you feel about software engineers writing product specs, making product decisions, and not breaking down projects into individual tickets? If that sounds exciting (even if a bit scary), read on because I’m looking for an engineering manager to help us build a different type of engineering team and culture at Ashby.

To start, why do we need to be different? Time and again, I have witnessed engineers knowing what needs to be done yet being unable to get things done because of “the process” or because “more data is needed.” Some of the most effective projects have been skunkworks projects, where engineers have taken total ownership of a problem and driven it to completion. I want to normalize that at Ashby.

When we think about how these processes came about, we realize they carry a pessimistic mindset. They box people into smaller roles to minimize the chance of not meeting a certain standard. At Ashby, we’re building an environment that is optimistic about what engineers can own and achieve and embraces the innovative engineers (and frankly, often stays out of their way).

To accomplish this, our engineering leaders need to think deeply about individual performance, process, and culture - not running sprint planning or driving product and technical decisions. You’ll focus on building your team, their skills to thrive with the ownership they’re given, and an environment that empowers them to do their best work consistently, with little distraction. For junior EMs we try to stay within 6 direct reports. This enables them to spend time with our teams observing, correcting, praising, and, yes, coding. We like our managers to be hands-on while also making sure they’re not on the critical path.

We’ve already gathered an experienced, talented, and collaborative team of 25+ engineers. You’ll help me manage the growing team of engineers in Europe.

Responsibilities

• Provide feedback on product and technical specs to help engineers identify where to cut scope or improve quality.
• Grow engineers to the point where they can take large, loosely defined projects, and deliver them with little intervention.
• Jump into our systems and code to debug a customer issue, ship a small bug fix, or improve our developer experience.
• Improve how we generate and simulate data in demo accounts.

Requirements

• Engineering Management
• Technical Leadership
• Team Building
• Process Optimization
• Empowerment

Nice to Have

• Technical Skills
• Product Management
• AI/ML
• Cloud Infrastructure
• DevOps

Why You Should or Shouldn’t Apply

You should apply if:

• You love being technical and can hold in-depth conversations with direct reports from infra to backend to frontend.
• You enjoy management problems. We want people who get excited about driving people to be their best, giving difficult feedback, and building systems that make this easier.
• You hold your team to a high standard and don’t shy away from getting into the details and giving feedback, even to the best folks on your team.
• You are an excellent and empathetic communicator. Facilitating change at both an individual and organization level requires understanding how to navigate the beliefs, opinions, and past experiences of engineers and figuring out how to both convince them of a new way of doing things while also leaving yourself open to feedback.
• You know what exceptional engineers look like. You’ve thought deeply about what makes them tick, how to recruit them, and how to grow folks into them. I want to see depth here, the industry often regurgitates a vanilla description, but the reality is more nuanced.
• You’re good at thinking about product, business, and maybe even design, but you’re not interested in calling the shots and are more interested in building a team that can make the best decisions without you.
• You thrive in high-trust, high-autonomy environments. We're a young startup where leaders wear multiple hats, and you'll build your own (high-speed) on-ramp through developing strong feedback loops.

You shouldn’t apply if:

• You don’t enjoy coding or don’t find time to stay up-to-date on technology.
• You’ve gotten into management because it was the only growth path available.
• You want to make all the product decisions instead of empowering your team to make those calls.
• You're happy with a team of engineers that are predominantly early-career, mid-career, or don't thrive with ownership or autonomy. With enough guardrails, the team can get things done.
• A staff or principal engineer to you is someone who spends most of their time project managing or doing architecture reviews.
• You’re not optimistic or convinced that we can build a large engineering team that functions differently than the status quo. You think, at some size, common processes need to be implemented to ensure consistent product delivery (e.g., sprint planning, product managers writing in-depth specifications). You might not say it out loud, but you think, at some size, compromises have to be made for the sake of hiring numbers.

Engineering Culture

Our engineering culture is motivated by Abhik and Benji’s (our co-founders) belief that a small talented team, given the right environment, can build high-quality software fast (and work regular hours!). We do it through:

• Minimal Process & Lots of Ownership
• Collaboration is Natural & Communication is Deliberate
• Increase Leverage, not Team Size

Minimal Process & Lots of Ownership

The best engineers we’ve worked with delivered reliably magical outcomes. They took customer problems and relentlessly drove them to solutions that were not only successful but often brilliant and creative. While they did this with minimal oversight, stakeholders were never in the dark as to what was on, and no setback was a surprise.

Traditional product-development processes aren’t meant for the best engineers. Their purpose is to create consistent outcomes regardless of the engineer’s skill. But, consistency comes at the expense of an engineer’s time and freedom-both ingredients necessary to generate those magical outcomes. As a result, process stifles the best engineers and doesn’t give others the opportunity to practice the behaviors that made the best engineers the “best.”

At Ashby, we want to build an environment that encourages every engineer to be their best. So, at Ashby, every Engineer runs their project. Product Managers (and Designers) build strategy, do customer research, and hand off problem briefs to Engineers. Engineers take on the rest: they research the problem, write product specs, build wireframes, and implement their solution end-to-end. We rely on engineers, not process, to push information outward to the relevant folks (e.g., Product Managers) and pull folks in to help (e.g., Designers, Infra). It’s a new level of ownership for many engineers, but we’d rather an engineer fail a bit and coach up their skills than use process as a crutch. Not everyone succeeds in our culture, but those who do thrive.

Collaboration is Natural & Communication is Deliberate

Our engineering team consists of lifelong learners who are talented but also humble and kind (meet them here!). These attributes create an environment where collaboration happens naturally. We combine this with research, prototyping, and written proposals to see around corners and get feedback from the team across time zones. Focus time is something we hold sacred, and, with thoughtful and deliberate communication, engineers are in <2h meetings per week (I wrote about it here).

To drive it home, here's a recent calendar of an engineer who has been with us for over 4 years. ~34 hours of focus time, 2.5h of interviews, and 3.5 hours of meetings:

We also meet in person at least twice a year, once as a department and once as a company. You also have a small budget to meet up with folks in your city/region.

Increase Leverage, not Team Size

We built Ashby with the quality, breadth, and depth that many customers would expect from much larger teams over larger time scales. We’ve done this through investment in:

• Great developer tooling. Our CI/CD takes ~10m, and we deploy at least 15x a day. A debugger that works out of the box. Everyone on the team has contributed to our developer experience 💪🏾.
• Building blocks to create powerful and customizable products fast. At the core of Ashby is a set of common components (analytics modeling and query language, policy engine, workflow engine, design system) that we constantly improve. Each improvement to a common component cascades throughout our app (short video below).
• AI-powered tooling. We think of AI as a way to automate the mundane parts of building and maintaining high-quality software. We use a combination of third-party and internally built tools that, for instance, auto-triage customer issues, suggest fixes, prototype ideas, generate production-ready code, and conduct code reviews. Engineers have an unlimited token budget (but are not measured on it). We write in detail about our philosophy, current use of AI, and future plans for AI in Engineering here.

Here’s an impromptu quote from Arjun in our company Slack of what it’s like to build a feature at Ashby:

And a demo of one of these building blocks: