Engineering Lead

Phoenix Oversight Group LLC

6d•Remote

About The Position

The Problem We're Hiring You to Solve: Monthly production releases. Zero escaped critical defects. Most engineering organizations treat those as a tradeoff. On this program they are both commitments, measured every release, in front of the customer. We are hiring the engineering leader who builds an organization that delivers both at once: multiple cross-functional development teams modernizing a federal home loan benefit platform while sustaining the 20-year-old system it replaces. If you believe speed and quality are the same discipline practiced well, and you have the delivery record to prove it, keep reading. The Opportunity: Most engineering leadership roles ask you to protect a delivery machine someone else built. This one asks you to build the machine. The program spans multiple development teams working in parallel across a modern platform (Salesforce-centered, configuration-first, supplemented by serverless capabilities in a government cloud) and a legacy suite that must stay stable until it is decommissioned. Work arrives through a formal intake process that turns business needs into executable plans with committed scope, timelines, and team sizing in days. Then your organization delivers against those commitments, publicly and measurably. The quality bar is unusually explicit. Every release ships with 100% automated test coverage for its features before user acceptance testing begins. Defect detection before UAT must exceed 95%. Escaped critical defects must be zero. Critical production bugs get fixed in three days. Accessibility and security compliance are release gates, not aspirations. These are not stretch goals on a slide. They are how the program measures the engineering organization every month. That bar is exactly why this role is interesting. Hitting it once takes heroics. Hitting it every month takes an engineering system: disciplined definition of done, test automation as a first-class craft, engineers who own quality instead of throwing code over a wall, and a leader who builds all of that into how teams work rather than inspecting it in afterward. That leader is you. You will work alongside a Senior DevSecOps & Platform Engineering Lead who owns the delivery pipeline and an Enterprise Solution Architect who owns the designs. You own the organization that turns those designs into shipped, tested, production software.

Requirements

A multi-team delivery record. You have led engineering organizations of multiple teams building and shipping production software, and you can walk us through the delivery and quality outcomes with numbers.
Hands-on credibility. You still read code, review designs, and go deep when it matters. Engineers respect your technical judgment, not just your title.
A quality system you built. You have taken an organization to measurably low defect escape rates through engineering discipline and test automation, not through more manual QA at the end.
Federal delivery experience. You have shipped software inside a regulated federal environment and treat security, accessibility, authorization, and documentation requirements as delivery constraints to engineer within, not excuses for slipping.
Metrics fluency. You run engineering organizations on evidence: release cadence, defect detection and escape rates, cycle times, automation coverage, and you use those numbers to improve the system rather than to punish people.
AI-forward leadership. You use AI engineering tools yourself and have led teams into using them well, with standards, measurement, and accountability.
Customer-facing composure. You present delivery status, defend engineering decisions with evidence, deliver bad news early, and challenge unrealistic direction respectfully, including ours.
Talent judgment. You hire well, grow engineers deliberately, and make hard calls about performance without outsourcing them to HR processes.
U.S.-based, and able to obtain and maintain a federal Public Trust clearance.
Full-time W-2 employment with PhoenixTeam.
Must be based in the United States.
Fully remote.
Work supports a federal civilian agency.
Must be able to obtain and maintain the required federal Public Trust clearance. A Secret clearance is not required.

Nice To Haves

Salesforce delivery leadership, or leadership of teams on a comparable configuration-first enterprise platform.
Deep background in test automation frameworks and strategy.
Experience running legacy sustainment and modernization in parallel, or decommissioning a production system.
Familiarity with 508 accessibility compliance in delivery.
Mortgage or housing finance experience is not required. We will teach you the domain.

Responsibilities

Lead multiple cross-functional development teams across modern and legacy platforms, flexing team size and composition as workflows through intake. Teams form, deliver, and re-form around the work. You make that fluid instead of chaotic.
Commit to scope, level of effort, and timelines in executable plans, then hit them. When you cannot, say so early, with a recovery plan, before the customer discovers it.
Engineer quality into how teams work: definition of done that includes full automated testing, code review that catches problems, and metrics that surface risk early. The outcomes that prove it: zero escaped critical defects, defect detection above 95% before UAT, and critical fixes inside three days.
Build the discipline where every feature ships with complete positive and negative automated coverage, and the regression suite becomes the safety net the customer trusts enough to focus UAT on new functionality only.
Production value ships every 30 days or faster, release after release, without burning the team down to do it.
Run modern configuration-first platform development and legacy sustainment side by side, including the warranty on everything your teams release.
Set and enforce the bar for code quality, review, documentation, and definition of done across every team, and keep documentation current with every release because the program requires it and good engineering does too.
Make AI-assisted engineering the norm across your organization, not the hobby of your three most curious engineers, while holding AI-assisted work to the same zero-escaped-defect bar as everything else.
Hire deliberately, grow engineers visibly, retain the strong ones, and raise the bar with every addition.