Engineering Manager

Confiant•New York, NY

11d•Remote

About The Position

As an Engineering Manager at Confiant, you’ll lead a small team of engineers working on high-impact systems. Your mission is to make your team effective by enabling others to do their best work. You’ll balance deep technical context with people leadership, process design, and delivery craft. You’ll be part of a lean, senior team of managers and engineers — including peers who bring deep technical knowledge and domain expertise. We’re looking for someone who brings emotional maturity, crisp communication, and a steady hand in the face of ambiguity. You should be as comfortable leading through complexity as you are empowering others to do so. This is a role for a seasoned people manager who has operated in messy environments, cleaned up ambiguity without creating chaos, and helped technical teams scale beyond the limitations of any one individual. You’ll report to the Head of Engineering and partner closely with Product, Security, and other engineering leads (managers and technical leads) to create a high-performing, resilient development culture.

Requirements

1–3+ years of experience as a manager, ideally in a small-to-mid-sized startup or scale-up environment in high-scale systems
Strong technical background (IC → EM path) and understand where to engage vs. step back
Calm, thoughtful communicator, especially in ambiguous or high-pressure situations
Experience mentoring engineers and shaping team dynamics
Drawn to messy, complex systems — both technical and human — and find clarity through structure, empathy, high cadence communication and iteration

Nice To Haves

Experience in cybersecurity, adtech, or distributed, high-scale systems
Operating in a remote-first environment
Experience navigating post-founder-led transitions or scaling an engineering org

Responsibilities

Drive Execution: Translate product vision into day-to-day clarity for your team, Remove blockers, create focus, and keep progress visible and sustainable, Partner with Product and Security leads to scope work and balance tradeoffs
People Leadership: Coach, mentor, and support the growth of 3–6 engineers, helping them thrive and evolve. Create psychological safety, model calm under pressure, and ensure accountability without blame, Run effective 1:1s, feedback loops, and career development plans tailored to individual needs. Foster a culture of collaboration, curiosity, and continuous improvement
Process & Delivery: Drive team execution by aligning sprint work to goals, removing blockers, and clarifying scope, Collaborate with Product and Security partners to refine priorities and delivery plans, Improve team processes iteratively — planning, retros, standups, quality, on-call, etc. Use delivery and system health metrics to guide improvements
Technical Awareness: Maintain high-context understanding of your team’s systems and domains, Support technical design and decision-making without becoming the bottleneck, Partner with technical leads to ensure architecture evolves sustainably