timely - Director of Engineering (Product)

• STRATEGIC TECHNICAL LEADERSHIP • Partner with Product and broader cross-functional stakeholders to define squad goals and align engineering priorities against these goals. • Balance company and squad goals with business constraints to develop a staffing strategy for teams under your leadership. • Identify and advance key technical decisions impacting the squads’ abilities to efficiently deliver against their goals at high quality. • Work with your squads to multiply their impact through levers such as culture, process, tooling, and technology. • Own critical relationships with internal and external stakeholders who are enabling or dependent on the work of your squads. • PRODUCTION QUALITY & AVAILABILITY • Establish practices on each squad and across the engineering organization that bake quality into our development process. • Encourage and facilitate continuous learning and improvement from production errors or incidents. • Raise the bar for the team around security, testing, and scaling practices. • Operate as the escalation point for major production issues while establishing processes and technology improvements that rarely require such escalation • TEAM MANAGEMENT AND GROWTH • Directly recruit, hire, and manage team members across multiple squads. • By default, operate through your team to influence change and improvement in the strategic and tactical delivery of engineering value to the organization. • Own the retention and growth of team members, aligning growth to value delivered to the business and meeting expectations of roles. • Own performance management for the squad, delivering regular feedback and guidance for team members to meet and exceed expectations for their roles. • Ensure teams under your purview are operating at high velocity and with clarity on their goals. • Unblock the team on cross-team and cross-functional challenges that hinder delivering value. Ensure that each engineering squad member across your teams are collaborating effectively with other functions and teams. • Monitor and action on learnings from sprint retrospectives, project progress, and overall team reflections to continuously improve how your teams operate. • Directly take on hands-on ownership of challenging or critical needs when necessary, though biasing to empowering your team where possible. • Proactively identify and take action on opportunities for the overall engineering organization to improve. • Support team members through pairing, review, and other activities to accelerate and improve their decision-making. • Represent the team and organization in various settings internally and externally.