Engineering Manager, Product Engineering - New York

Reflexivity•New York, NY

23h•$200,000 - $250,000•Hybrid

About The Position

This role is for an Engineering Manager focused on Product Engineering in New York. The ideal candidate can manage people effectively without over-formalizing processes, possesses technical credibility to understand their team's work, and is skilled in conflict resolution, direct feedback, hiring, and developing senior engineers. The role involves running teams that build the user-facing and reasoning layers of Reflexivity, specifically the Reasoning and Build squads. The primary focus is on building the people and organizational systems to support team growth, speed, quality, and accountability, rather than replacing existing Technical Leads. The manager will also play a key role in establishing Reflexivity's engineering organization 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.
Own performance management and career development.
Give direct feedback early.
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 management basics.
Use data and evidence to understand team performance.
Help the VP Engineering build an engineering organisation that can scale toward 75+ people.
Keep management lightweight enough that engineers can engineer.