Child Poverty Action Lab - Grants Engine: Engineering Manager
Requirements
• Hands-on: you will read code, review pull requests, debug production issues, and write code when it is the fastest path. • Pragmatic: you know which corners are safe to cut at this stage and which are not, and you can explain the difference to a non-engineer. • Sound judgment about existing systems. You have taken a team from "we have this" to "this actually works and everyone follows it" (test coverage, CI/CD, observability, incident response, code review) without grinding delivery to a halt, strengthening what is worth keeping rather than rebuilding by default. • Strong systems and architecture judgment, and the ability to quickly understand a codebase you did not write, with enough range across frontend, backend, data pipelines, and AWS infrastructure to make sound decisions, evaluate others' work, and lead an infrastructure migration with specialists. • Clear communicator who builds trust across teams, including with contractors you do not directly employ. • Ownership-driven and comfortable with ambiguity: you name problems and take them on rather than waiting for direction. • Experience with web scraping, ETL, or data pipeline systems at scale, particularly where upstream sources change without warning. • Experience building evaluation and quality infrastructure for LLM or AI-driven product features. • Experience managing or transitioning work from external development agencies to an internal team. • Experience in civic technology, government technology, or the nonprofit sector. • Logistics • Location: Remote, with quarterly travel to offices in Dallas
Responsibilities
• Own technical implementation of the product roadmap end to end, from scoping through delivery. • Partner with the Product Lead to scope features, size effort, and plan resourcing. Surface downstream impacts and tradeoffs early, in terms non-engineers can weigh. • Translate partner commitments (data integrations, custom configuration, API work) into realistic technical plans and timelines. • Own the architectural direction of both the application and the data ingestion pipeline, and make sure the two are designed as one coherent system rather than two products that happen to share a database. Set and enforce the standard for what "done" means (test coverage, observability, documentation) through design discussions and code review. • Extend our testing practice into the evaluation infrastructure our AI workflows require. A wrong summary can cost an organization weeks on an ineligible application. • Own our engineering practices (testing, deployment, logging, monitoring): deepen coverage, close the gaps, and make sure they are consistently followed rather than nominally in place. • Build operational discipline: a real cadence for reviewing logs and alerts, clear ownership when something breaks, and the habit of catching problems before users report them. • Serve as the single point of technical accountability across our contracted and internal engineers. Work with the Product Lead to set shared standards and communication cadence, and hold contracted partners to them. • Help define, recruit for, and hire the engineering roles we add as we scale, including deciding where contracted work should move in-house. Onboard and mentor engineers, and raise the technical bar of everyone around you. • Engineering <> Product • The Engineering Lead (EL) reports to the Product Lead (PL). The PL owns roadmap strategy, prioritization, and phasing, and is accountable for what we build and why. The EL owns how we build it and is accountable for technical quality, architecture, and delivery. • This is a reporting line, but the working relationship is a partnership. The EL is expected to push back on sequencing, scope, and timelines when the technical reality warrants it, bringing an alternative rather than only an objection, and to raise infrastructure and technical debt early enough to shape the roadmap. • Architecture, technical design, engineering standards, and technical hiring decisions are the EL's call. • Prioritization tradeoffs, partner commitments, and scope decisions are the PL's call, made with the EL's input. • Where the two conflict, the expectation is that it gets worked out between them with the tradeoffs made explicit, not escalated by default. • A working sign of success in this partnership is that the PL is no longer coordinating between development teams, chasing deployments, or personally verifying that downstream technical impacts were considered.
Benefits
• The Engineering Lead (EL) reports to the Product Lead (PL). The PL owns roadmap strategy, prioritization, and phasing, and is accountable for what we build and why. The EL owns how we build it and is accountable for technical quality, architecture, and delivery. • This is a reporting line, but the working relationship is a partnership. The EL is expected to push back on sequencing, scope, and timelines when the technical reality warrants it, bringing an alternative rather than only an objection, and to raise infrastructure and technical debt early enough to shape the roadmap. • Architecture, technical design, engineering standards, and technical hiring decisions are the EL's call. • Prioritization tradeoffs, partner commitments, and scope decisions are the PL's call, made with the EL's input. • Where the two conflict, the expectation is that it gets worked out between them with the tradeoffs made explicit, not escalated by default. • A working sign of success in this partnership is that the PL is no longer coordinating between development teams, chasing deployments, or personally verifying that downstream technical impacts were considered. • Grants Engine: Engineering Manager • Child Poverty Action Lab / Full-time / Remote
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