Mentimeter - Engineering Director

• Turn strategy into outcomes • Translate company, technology, and product strategy into clear team missions, boundaries, and success measures. • Keep technology and product strategy tightly aligned: shared priorities, shared trade-offs, shared outcomes. • Own the Areas' outcomes together with your Product and Design peers, from planning through delivery. • Own how we build • Own technical direction and architectural coherence across your Areas – the systems hang together as teams move fast. • Set the engineering-quality bar with your Staff Engineers: the standards for how we build and review, held consistently across teams. • Move your Areas toward agentic development – make AI part of how every team builds, and own that shift as an outcome, not an experiment. • Create the conditions for autonomous teams • Give teams unambiguous ownership, a clear mission, and known decision boundaries. That is what autonomy is built on. • Build a native product-engineering culture where engineers participate in discovery and work from customer and business outcomes. • Allocate capacity and investments • Allocate engineering capacity across teams, and rebalance as priorities change. • Make trade-offs at Area level rather than inside individual teams, and decide where engineering effort creates the most value. • Drive build-vs-borrow-vs-buy decisions with long-term business impact in mind. Budget, headcount, and tooling follow strategy. • Lead the leaders • Coach and grow your Engineering Managers and the Areas' Staff Engineers, and hold them accountable for the growth of their engineers and systems. • Raise the leadership bar: calibrate how your leaders show up across their teams, and step in early when a team needs more. • Build the next generation of engineering leadership through hiring, feedback, and honest development conversations. • Keep delivery healthy • Balance speed, quality, and technical investment so the Areas deliver without heroics. • Resolve cross-team and cross-Area dependencies before they become bottlenecks. • Spot weak signals in team delivery and technical direction, and course-correct early. • Make technical debt visible and deliberately managed, not discovered in firefights. • What success looks like • Every team in your Areas can explain its mission, ownership, and success criteria – and has the autonomy to act on them. • Engineering investments clearly ladder into product, technology, and company strategy. • The architecture stays coherent as teams move fast, and the engineering-quality bar holds across your Areas. • Your Areas are visibly further along on agentic development – AI is part of how every team builds, and you can show the shift. • Product and Design pull engineering into decisions early – because they want to, not because they have to. • Your Engineering Managers grow visibly, and engineers' craft grows because of them. • The Areas deliver against their goals, and hold that pace under pressure. • Issues surface early; late-stage reversals and escalations are rare. • How you lead, and how AI runs through it • You lead with heart and bravery: you care personally about people and decide courageously, in line with our leadership commitment. You balance care and challenge, supporting your leaders while holding a high bar. You multiply through others. • And you are AI-native. Not as an initiative, but as an instinct. AI runs through how you work, how you think, and how you lead – and you are actively rethinking what an engineering organization looks like when AI is part of how every team builds. Pushing the craft forward is part of who you are: you want to be at the forefront of the move from a software development lifecycle to an agentic one – from SDLC to ADLC. We are working this out in practice at Mentimeter, and you will help set the patterns the rest of the company learns from.