Director of Engineering, Internal Platforms & AI

BIP Ventures•Atlanta, GA

11d•Hybrid

About The Position

BIP Capital is an integrated private market investment platform built to create and capture opportunities through BIP Ventures traditional venture anchor funds, an Evergreen equity BDC, and private credit offerings. With a distinctive multi-stage, multi-sector investment approach and a growing array of capital offerings, BIP Capital has generated consistent top quartile returns since 2009. BIP Ventures, the North American-focused venture capital division of BIP Capital, a highly active venture capital firm based in the Southeast. BIP Ventures partners with extraordinary founders to drive exceptional outcomes. Since 2007, BIP Ventures has invested in the success of B2B software and tech-enabled service businesses at all stages of maturity. In addition to capital, it supports entrepreneurs with access to infrastructure, acumen, and talent, resulting in category-leading companies. OUR PHILOSOPHY We are champions of our investors’ goals and stewards of founders’ dreams, but more than that, we are ethical, honest partners who serve, educate, and protect our founders and investors. We take on the challenges and complex conversations because we operate out of integrity and genuine care. ABOUT THE ROLE We are seeking a Director of Engineering to lead our engineering team — the engineers who design, build, and operate the internal platforms that power our investment and operations teams. In this role, you will be a player-coach: close enough to the work to review designs and challenge technical decisions, but focused first on developing people, shaping engineering culture, and ensuring the team delivers. Your most important job is judgment: coaching experienced, opinionated engineers toward simple, right-sized solutions; deciding when to pay down technical debt and when to ship; and keeping a small, high-leverage team moving fast without accumulating complexity it cannot afford. If you have strong technical convictions, the backbone to hold senior engineers accountable, and the empathy to bring them along rather than overrule them, this is an opportunity to shape how software gets built at a leading venture capital firm.

Requirements

Bachelor’s or Master’s degree in Computer Science, Software Engineering, or a related field (or equivalent experience).
8+ years of software engineering experience, including substantial hands-on fullstack work in environments similar to ours (TypeScript, React, Node, AWS, relational databases).
5+ years directly managing software engineers, including senior engineers, with a track record of developing people and improving team performance.
Demonstrated ability to coach strong-willed, experienced engineers toward simpler designs — you can win technical arguments on the merits, deliver direct feedback with respect, and change how someone builds, not just what they build.
A clear, defensible framework for balancing technical debt against feature delivery, with examples of when you chose each and what happened.
Enough current technical depth to review architecture and code credibly — the team should trust your judgment because you have earned it, not because of your title.
Fluency with AI-assisted development at the team level — experience shaping how a team adopts tools like Claude Code, Cursor, or Codex, not just using them yourself.
Excellent communication with executive and non-technical stakeholders, including setting expectations and delivering unwelcome news early.

Responsibilities

Lead and Develop the Engineering Team: Manage a team of fullstack engineers, including senior engineers, with direct responsibility for coaching, feedback, performance, and career growth. Build a culture of ownership, candor, and continuous improvement.
Coach for Pragmatic Architecture: Set and enforce a high bar for simplicity. Guide engineers — especially strong, experienced ones — away from habitual overengineering and toward designs with the right amount of complexity for the problem, using design reviews, direct feedback, and clear architectural principles rather than mandates.
Balance Technical Debt and Delivery: Prioritize and manage technical debt investments Make these decisions explicitly and transparently, so stakeholders understand what the team is investing in and why, and the team understands when good enough is the right call.
Own Delivery and Execution: Run the team’s planning and delivery processes. Translate business priorities from investment and operations stakeholders into a well-sequenced roadmap, set realistic commitments, and hold the team accountable to them.
Raise Engineering Standards : Establish and continuously improve team-wide practices for code review, testing, observability, CI/CD, and AI-assisted development — including how tools like Claude Code, Cursor, or Codex fit into the team’s workflows with appropriate quality and security guardrails.
Partner Across the Firm: Serve as the primary interface between the engineering team and firm leadership. Communicate progress, risks, and trade-offs clearly to non-technical audiences, and advocate for the team’s needs, including hiring and tooling.