Siena AI - Engineering Manager, Channels & Platform

• 3+ years managing engineers in a product-delivery capacity — you've owned outcomes, not just people • Based in a European timezone (UTC to UTC+3) — this role exists specifically to be close to engineers our Engineering Manager can't reach from their timezone • Startup or scale-up experience: you know what it feels like when there's no process and no safety net • Technical credibility - not the best engineer in the room, but credible enough that senior engineers route hard problems to you, not around you • Genuine AI/LLM fluency: you understand agentic systems, evals, and model reliability -` not just that "AI is changing everything" • Experience with security, compliance, or SOC-adjacent work • Worked in a product company without a dedicated TPM or staff engineer as a crutch • Experience managing senior engineers who don't need managing in the traditional sense - they need a thought partner, not a process owner • What we're not looking for • Someone who needs a fully defined process to operate • Someone who comes in wanting to redesign the org or introduce career ladders before shipping anything • Someone whose answer to "what did your team ship?" is "that was a PM call" • Someone whose primary achievement track is headcount growth, org structures, or reporting lines • Someone pitching a VP trajectory or dotted-line authority on day one • What success looks like • Day 30: You've run two 1:1 cycles with each engineer on the team. You own the Channels and Analytics weekly cadence - our engineering leadership is out of the loop, but understands what's happening. You've read the last quarter of Linear, mapped the codebase shape, and met every integration owner.. • Day 30: • Day 60: One concrete unblock in Channels that wouldn't have happened without you owning the planning side - even if that means surfacing refactoring potential. The security compliance work (Sprinto) is no longer single-threaded through one person: documented, distributed, or sequenced behind a milestone date. You've been to a customer meeting or shadowed the deployment team on issues to be tackled. • Day 60: • Day 90: A measurable delivery attributes to your planning, not your coding. Engineers proactively bring you problems they used to escalate upward - and team channels have broader engineering discussions, not just siloed problems. That's the trust signal. Our current Engineering Manager has recovered roughly one full day a week of management overhead. You work as a unit: they handle strategy, customers, and exec conversations; you handle execution, 1:1s, planning, and day-to-day unblocking. Hiring, scope changes, and anything that reshapes the team are joint calls. • Day 90: • Failure looks like: status reports flowing through you with no judgment added; engineers being polite but routing around you; our current Engineering Manager still running teams in practice while you sit elsewhere. • Failure looks like: