secfix - Senior Engineering Manager, Product Engineering

• Over 1.78 million SMBs in Europe need to comply with security frameworks — ISO 27001, GDPR, TISAX, SOC 2 — just to sell to enterprise customers. The process is manual, painful, and takes over a year. We automated it. • Our platform integrates with a company's full tech stack — AWS, Azure AD, Jira, GitLab, GCP, and more — automatically extracts compliance evidence, and guides teams to certification in weeks instead of months. Our fastest customer was certified in 4 weeks instead of the industry-standard 12+ months. • We've raised €17M in total (€12M Series A), backed by Alstin Capital, Neosfer (Commerzbank), and Bayern Capital. We're on a profitable trajectory, growing fast, and building the team that will take us to own European market from SMBs to mid market. • This space is not threatened by AI; it's amplified by it. Compliance requires deep domain expertise combined with automation. Our new AI product (CISO AI) is just getting started, and there's a huge amount of engineering work ahead: agentic workflows, intelligent evidence collection, context-aware policy generation, and more. • WHAT YOU'LL ACTUALLY DO IN THE FIRST 3 MONTHS • This isn't a role where you show up and start running standups. There are no standups. Here's how the first quarter goes: • Month 1: Ship. Get into the codebase and ship a meaningful feature with AI alongside the team. You don't need to be the fastest engineer in the room, but the team needs to see that you can build at the level you'll ask of them and can ask the right questions. • Month 2: Make the team faster. Find where features take three weeks that should take one, and fix it — in tooling, in how we review and test, or in who's working on what. Start regular 1:1s with each engineer, focused on weekly output, quality, and how well they use AI. • Month 3: Own hiring. Take over engineering interviews and build a process that runs without my oversight. Design the technical challenges, run the screens, make the calls. The next people we bring in should raise the pace again. I will be there but switch my focus to final interviews. • WHAT WILL THE ROLE LOOK LIKE BEYOND THE FIRST 3 MONTHS? • After the first quarter, the job is management and the technical decisions. You own how the team builds: how engineers test, how they review each other's code and security, how the team is organised, and who we hire next. We're 8 engineers and 2 product designers today and plan to be around 16 within 12 months — most of that hiring is yours to run. • You won't ship weekly, but you'll build something with the team now and then, because that's how you know the playbook still gets things out the door. Our CS and Sales leaders work the same way — they still own a small slice of the IC work, so they have skin in the game. • Here's what you'll be close to in the next months: • Speed. You’ll refine our software development processes to keep the team operating at high velocity. Cycle time from spec to production is your number and accountability. Tooling, review flow, how work is split, who's on what — whatever moves it. • Quality. Improve how engineers test and automate, how they review each other's code and security changes, and how the zero-bug policy survives a team of 20. • Team and hiring. Team structure, growth conversations, the hiring process, and eventually the next manager. • AI in the craft — and in the management. Engineers already work with an established set of encoded skills and rules — there's a whole playbook; you keep pushing that. Same for your own work: hiring, 1:1s, the recurring stuff. • WHAT SUCCESS LOOKS LIKE • At 6 months: The hiring process runs without me, and we've added 2 engineers through it. Sales, CS, and product all feel the difference in how fast we ship — and in quality. • At 12 months: The team is around 12-16, the zero-bug policy is still holding at that size, and I'm not in the engineering critical path anymore. You've found and/or coached the EM Nr. 2 to support growth. • We've written in depth about our engineering culture. Here's the short version — read the full articles linked below if you want the real picture. • Focus is sacred. Engineers are in fewer than 2 hours of meetings per week. We write before we meet. We use Loom for async walkthroughs, Notion for specs, Gather for pairing, and Slack only for what's urgent or lightweight. We don't do status theatre. We wrote about our thoughtful communication https://www.notion.so/33448601ddf88090b8e5dce0875087f7?pvs=21 and our remote culture https://www.notion.so/33348601ddf880f8930adfe6f044040c?pvs=21; give it a read. • To drive it home, here's a recent calendar of an engineer who has been with us for over a year: • [https://app.ashbyhq.com/api/images/user-content/9f57512d-58dc-4008-b5c8-ad772681c9b9/04f42a4d-74c8-46fe-9c79-0b0615aac699/iScreen%20Shoter%20-%20Podgla%CC%A8d%20-%20260721155831.jpg] • Small, temporary teams. A designer and two engineers. A backend engineer and a CS person. The group forms around the problem, ships, and dissolves. No standing squads, no permanent team structures — at least not yet. The people closest to the problem usually shape the solution. • AI is already part of the craft. We use Claude for product design exploration and spec drafting. Engineers work in Cursor with encoded skills and rules that live in the codebase — component patterns, folder structure, architecture choices, and the path from Figma to Angular code. AI checks code against architecture rules before human review. We have a dedicated design QA skill that compares Figma against coded output. We don't use AI to lower the bar; we use it to reach the bar faster with more iterations behind us. In case you’re interested, we wrote a piece about it here https://www.notion.so/Building-production-grade-product-with-AI-in-2026-33448601ddf8808997bafcc9f4ec83df?pvs=21. • Zero-bugs. We take this seriously - this helps us to gain customer trust faster. Especially serious customer-facing problems don't sit in a backlog competing with roadmap work. Critical issues get fixed immediately. High-severity within 48 hours. Every bug has an owner. Weekly quality review as part of Monday planning. Quality as identity, in compliance, being correct isn't a nice-to-have; it's the entire value proposition. We care about edge cases, data integrity, and getting the details right. Customers notice the speed and polish before they can name it. That kind of quality builds trust. In our category, trust is the product. • We build what customers need https://www.notion.so/33448601ddf880b89f0dd9e1b29da3b4?pvs=21, not what they ask for. Customer feedback is signal, not instructions. Best products are built by people with great taste who treat feedback as signals, not KPIs. We stay close to customers — CS check-ins, support tickets, Mixpanel events, onboarding calls — but none of these sources makes the decision for us. • THIS ROLE IS FOR YOU IF: • You've managed a real team and made it ship faster. You've hired for it, run the hard conversations, and know what breaks as it grows — and you can point to where cycle time dropped because of you. • You know what great engineers look like. You've thought deeply about what makes them productive, what holds them back, and how to move them forward — and you can spot one in a single interview. • You have an exceptional IC track record before becoming a manager. You were a senior/principal engineer before you started managing — you didn't skip into management early because coding wasn't working out. • You have product taste. You notice when a feature ships on time but isn't good enough, and you say so. • You hold people to a high standard. You're comfortable giving direct feedback and having hard conversations about performance. • You're hands-on with AI-assisted development. You've used Cursor and Claude Code in real production work, not just toy projects. You have opinions about how AI changes the engineering workflow from ideation to release, and you want to push a team to keep getting faster. • You've worked in startups. You know what it feels like when there's low process, and the answer is "figure it out and ship it." • You think engineering culture can stay startup-like at scale. You're optimistic that a small, high-performing team can stay that way as it grows, with little process. • You communicate proactively in writing. In a remote team, written communication is how decisions get made and context gets shared. But you're not scared of jumping into a pair programming session either.