Senior Engineering Manager

Join Plentific as a Senior Engineering Manager, where you will lead the product engineering organization, manage multiple engineering teams, and drive the adoption of agentic and spec-driven development practices. You will have a significant impact on the company's growth and success in the property management industry.

• Lead the product engineering organization, managing team leads of multiple engineering teams and ensuring delivery, technical quality, and people outcomes.
• Contribute to code that improves the agentic tooling, the SDD framework, or the developer experience, and set and enforce a high bar for engineering standards.
• Recruit, close, and retain exceptional engineers, own and continuously improve technical and behavioral interview methods, and own performance management and career development across engineering.

### **Engineering Leadership**

• Lead the product engineering organisation through its team leads, owning delivery, technical quality, and people outcomes across frontend, backend, mobile, and quality engineering.
• Contribute code that improves the agentic tooling, the SDD framework, or the developer experience that supports every team. Review pull requests in enough depth to assess code quality, the maturity of our agentic SDLC, and individual engineer performance.
• Set and enforce a high bar for engineering standards code review, testing, observability, and architectural review and hold every team to it.

### **Agentic and Spec-Driven Development**

• Champion agentic and spec-driven development practices across every team. Roll out our SDD framework, drive adoption, track its impact on delivery throughput and engineering quality, and feed learnings back into the practice.
• Participate actively in Plentific's engineering guild, partnering with other technical leaders to improve the SDD framework and the agentic tooling the guild produces. Treat the framework and tooling as a product whose customers are the product managers, designers, and engineers running our product development.

### **Team Performance and Growth**

• Recruit, close, and retain exceptional engineers. Set the bar high enough that every hire strengthens the team, and never compromise on quality to fill seats.
• Own and continuously improve our technical and behavioural interview methods. Design and iterate on live coding exercises, take-home challenges, and structured assessments so we evaluate candidate skills accurately, fairly, and at hiring scale.
• Own performance management and career development across engineering. Define what good looks like, coach every engineer toward that standard, and help them exceed it. Give direct, honest feedback.
• Build and develop the team leads, growing them into stronger managers through coaching, feedback, and clear expectations.

### **Delivery and Partnership**

• Partner with product managers to size and resource the roadmap accurately. Flag delivery risks early, make trade-offs explicit, and own on-time delivery against business commitments.
• Establish a clear operating rhythm across engineering planning, delivery review, and post-mortem that gives engineers predictable cadence and the wider organisation visibility into progress.
• Translate technical context for non-engineering stakeholders product, design, commercial, and the executive team and bring business context back into engineering decisions.
• Contribute to engineering-wide initiatives alongside other engineering leaders, on topics from career frameworks to platform investment to cross-team standards.