Engineering Manager, Product Engineering - New York

Reflexivity•New York, NY

23h•$200,000 - $250,000•Hybrid

About The Position

You will help run the teams building the user-facing and reasoning layers of Reflexivity. Initially, your remit will span Reasoning and Build: Reasoning generates the answers and artefacts behind Alfred; Build owns the persistent user experience where those artefacts are saved, refreshed, composed and used. The teams already have strong technical people. Your job is not to replace the Technical Leads. Your job is to build the people and organisational system around them so the teams can grow without losing speed, quality or accountability. You will also be an important part of building Reflexivity's engineering organisation in New York.

Requirements

Significant software engineering experience.
Meaningful experience managing software engineers.
Experience managing senior, opinionated technical people.
Strong performance-management and coaching skills.
Experience hiring engineers in a competitive market.
Comfortable resolving conflict directly.
Strong written and verbal communication.
Technically credible across modern production software systems.
Data-driven and evidence-oriented.
Experience in a high-growth product organisation.
Comfortable with ambiguity and changing product requirements.
Low ego: you do not need to be the technical authority in the room.

Nice To Haves

AI / LLM-enabled products.
Agent or workflow systems.
Fintech or institutional finance.
Developer-heavy or technically complex products.
Golang / distributed systems.
Experience building an engineering hub from an early stage.
Experience across frontend + backend teams.

Responsibilities

Manage, coach and develop engineers across one or more squads.
Run high-quality 1:1s and maintain continuous follow-through, not just quarterly check-ins.
Own performance management and career development.
Give direct feedback early rather than letting issues compound.
Resolve interpersonal and cross-functional conflict.
Partner closely with each squad's Technical Lead and Product Manager.
Recruit excellent engineers and help build the NYC engineering team.
Understand team capacity and surface people/organisational constraints.
Remove organisational blockers that prevent the team from executing.
Own onboarding and the management basics that should not consume senior technical leaders.
Use data and evidence to understand team performance rather than managing by anecdote.
Help the VP Engineering build an engineering organisation that can scale toward 75+ people.
Keep management lightweight enough that engineers can engineer.