saas.group - Chief Technology Officer

• Technology Vision and Strategy: • Own the technology vision, roadmap, and engineering strategy for Prerender. Align engineering work with business objectives and customer value. • Lead adoption of AI-assisted development tooling to multiply team productivity; own the quality bar for what it produces. • Drive architecture and infrastructure decisions with a holistic view of TCO that includes maintenance burden and engineering opportunity cost, not just hosting spend. • Run a multi-region, Kubernetes-based render fleet efficiently: cost per render, reliability, and the operational hygiene that keeps both from drifting. • Represent Prerender's technical capabilities to customers, partners, and the broader market. • Maintain high standards of software quality, performance, security, and reliability. • Track shifts in technology and engineering practice, and bring the ones that change how we build into the team. • Security and Compliance: • Own security and compliance as a standing program. Prerender completes SOC 2 Type II and its ISO 27001 certification decision at the end of 2026; you inherit the year-two observation period, the surveillance audit, and the operational discipline that keeps both credible. • Keep the program legible to someone other than you: named owners, current vendor and auditor contacts, and no single point of failure. • Team Management and Growth: • Coach and mentor engineers to reach their full potential. Set clear expectations and create opportunities for growth. People matter here. • People matter here. • Build a culture of ownership, where engineers carry their decisions through instead of escalating them. • Foster diversity and inclusion within the engineering organization. • Execution and Delivery: • Own the continuous improvement motion of delivery. The team finds and removes its own bottlenecks on a regular cadence. • Enhance DevOps practices, CI/CD pipelines, and robust monitoring systems. • Define and track engineering metrics that matter. Use data to identify bottlenecks and optimize workflows. • Manage change deliberately. Changes to practice, process and infrastructure reach the people who have to run them — and, where customers are affected, the customers — with notice, consultation, and a route to raise a question before the change lands. • Manage change deliberately. • Executive Partnership and Stakeholder Management: • Partner with the CEO and leadership team on company strategy. Communicate technology progress to company leadership and the board. • Work closely with Product to align engineering capacity with customer needs. • Translate technical concepts for non-technical stakeholders and advocate for investments that drive business growth. • Ownership & Autonomy: • Own the full R&D budget including personnel, infrastructure, tooling, and vendor relationships. • Run that budget as a managed number. Maintain an infrastructure cost model, report forecast against actual, and be able to say what a decision costs before it's made. • Run that budget as a managed number. • Make the right decisions for engineering, aligned with company strategy, without second-guessing or micromanagement.