VP of Engineering (People Manager Path)

15+

15+

4-6 teams / 3-4 directs, 15-20 total

Organization

• Advanced managers’ management.
• Culture leadership.
• SaaS strategy.
• Capacity planning, resource allocation, and budgeting.
• Product strategy.
• Technical mentorship.
• Cross-functional communication.
• Engineering metrics.

• Advanced managers’ management.
• Culture leadership.
• SaaS strategy.
• Capacity planning, resource allocation, and budgeting.
• Product strategy.
• Technical mentorship.
• Cross-functional and external communication.
• Engineering metrics.
• Organizational design

• Owns accountability for metrics-based performance of their part of the org (eg. retention, acquisition, throughput, quality).
• Drives EMs’ happiness, engagement, and growth.
• Operates talent strategy (IDPs, retention, acquisition).
• Collaborates with Product leadership to define strategy across multiple teams and helps define org-level measurable outcomes.
• Can drive all internal communication, including cross-departmental.
• Collaborates with staff engineers to resolve cross-teams dependencies and orchestrate delivery.
• Drives engineering operations strategy.

• Owns accountability for metrics-based performance for the engineering org (eg. retention, acquisition, throughput, quality).
• Collaborates with Product leadership to define strategy across multiple teams and helps define org-level measurable outcomes.
• Can drive all internal and external communication.
• Collaborates with staff engineers to resolve cross-teams dependencies and orchestrate delivery.
• Drives engineering operations strategy.

• Collaborates across functional areas to define, prioritize and ensure implementation of specific innovations to improve technical functionality in support of business needs, efficiencies, and revenue. .
• Leverages past experience and uses strong communication skills to collaborate effectively with all stakeholders, including customers, senior management, and other business leaders.
• Owns budgeting and compensation management process for their teams.

• Ensures that every member of the team understands the business goals for the quarter and has bought into these goals.
• Identifies areas for process evolution or clarification, gathers the stakeholders, and creates and communicates the strategy for resolving these issues.
• Clearly articulates the needs from a personnel and cultural standpoint that will move the engineering organization to the next level.
• Communicates executive-level strategy and helps break down business directives into technology goals.

• Deliver results.
• Stretegic thinking.

• Deliver results.
• Stretegic thinking.

WIP

WIP

• 4+ directly managed ICs are now promoted into the Sr IC path or People Management path.
• Has regularly contributed to a technical or people management blog or publication over the past 12 months.
• Has presented on software or management topics to external audiences such as conferences or interest groups.

WIP