Director of Engineering

Handtevy-Pediatric Emergency Standards•Davie, FL

3d•Hybrid

About The Position

Every second in the field counts, and the systems that power our clinicians need to be built, led, and scaled with the same precision they depend on. We are looking for a Director of Engineering to join our leadership team as we scale. This is a people-first, communication-forward leadership position for someone who knows how to build great teams and run a disciplined delivery operation across our web, mobile, and backend systems. Someone who raises the bar on engineering practices and translates strategy into execution without losing either side in the process. You should be technical enough to understand the architecture, evaluate trade-offs, and pressure-test estimates. You don't need to write production code in this role, but you need to have written it. You'll report directly to our CTO and work closely with our Senior Engineering Leads and our Director of Product, who owns the roadmap. Your job is to make the whole system work: keeping the team focused, the commitments honest, and the business informed.

Requirements

10+ years in software engineering, including 3+ years in an engineering leadership role at a SaaS company
Experience managing and growing a growing engineering team through a transition from startup-style execution to more structured growth-stage delivery
Proven track record managing high-performing engineering teams, including QA functions and release quality
Deep enough technical background to evaluate architectural trade-offs in a modern web/mobile SaaS stack
Exceptional communicator equally comfortable presenting to the C-suite and collaborating with a senior engineer
Experience working as the engineering-side partner to product leadership: turning roadmaps into execution plans and business priorities into sprint reality
Ability to hold technical quality and delivery velocity simultaneously without sacrificing either
Genuine fluency with, or strong openness to, AI-assisted development practices and how they change team productivity
Experience improving Agile/Scrum practices in a growing engineering organization without adding unnecessary bureaucracy
Authorized to work in the United States
You can walk into a planning session with the Director of Product and a sprint review with engineers on the same day, and hold your own in both rooms.
You believe that great engineering leadership is mostly communication and trust, and you have the track record to prove it.
You say no early, with alternatives attached, instead of agreeing in the meeting and letting the team fail quietly.
You stay calm when priorities shift, and you help your team do the same.
You take ownership without micromanaging. You know the difference.
You care about the mission. Technology that helps save lives deserves engineering leadership that takes it seriously.

Nice To Haves

Background in healthcare, emergency services, or safety-critical SaaS
Experience scaling engineering teams from startup to growth stage
Exposure to mobile-first product development
Familiarity with Cloud and distributed environments
Experience working in SOC 2 or similarly compliance-driven environments

Responsibilities

Manage, coach, and grow our engineering and QA teams, owning hiring, performance management, and career development
Foster a culture of ownership, accountability, and continuous improvement where good engineers stay and grow
Partner with our Senior Engineering Leads to ensure engineers have the support and clarity to do their best work
Be the engineering counterpart to our Director of Product: Product owns the what and why, you own the how, when, and who. Together you own the planning seam between roadmap and execution
Translate the product roadmap into clear engineering plans with real estimates and explicit trade-offs, and translate engineering constraints and risk back into business language leadership can act on
Push back constructively when scope or timelines are unrealistic; offer alternatives, not just problems
Engage engineering early in product discovery so feasibility and effort shape requirements before they are locked
Establish and enforce a practical definition of ready for engineering work, ensuring features have clear scope, acceptance criteria, technical considerations, test expectations, and trade-offs before development begins
Own and continuously improve the engineering operating system, including the SDLC, planning, sprint execution, release process, quality practices, and delivery rhythm, while developing leads so the system does not depend on one person
Remove blockers proactively and keep the team moving without becoming a bottleneck yourself
Establish clear ownership across product and technical domains, ensuring engineers understand their areas of responsibility, decision-making expectations, and when broader cross-functional alignment is needed
Raise the bar on release confidence: drive quality and reliability across the platform, including test automation strategy, incident response, and production monitoring
Track and improve engineering KPIs: velocity, reliability, incident response, and tech debt
Work with the CTO to align engineering execution with business goals and long-term product vision
Own the engineering-side contributions to our SOC 2 posture: secure development practices, code-level controls, and audit-ready engineering processes, in partnership with the CTO who owns the overall program
Co-evaluate architectural trade-offs with the CTO. There is no dedicated architect on the team, so this role carries real technical authority and accountability for how the platform is built and scaled
Partner with the CTO on vendor relationships, tooling decisions, and team growth planning