Engineering Manager

Onfleet

16d•$145,000 - $175,000•Remote

About The Position

Onfleet is hiring an Engineering Manager to lead a cross-functional product team of four to seven engineers, working closely with a product manager and reporting to the CTO. The manager owns the team's people, delivery, hiring, and process, and is expected to drive execution without becoming a critical path or relying on personal output to deliver work. A core part of the role is coaching the team's agentic way of working. Onfleet writes all of its code using agents, so the manager guides engineers in planning, directing, reviewing, and verifying agent work; maintains release quality; and helps evolve workflows as tools change. The manager stays technically engaged by coding through agents and reviewing pull requests while keeping delivery owned by the team. The role partners closely with product management on priorities and the trade-off between roadmap delivery and technical health. It uses delivery and quality metrics to guide coaching and process changes, treating metrics as prompts for discussion rather than verdicts. Onfleet describes its culture as candid and low-ego, with employees encouraged to challenge how engineering is run and to expect constructive challenge in return. The position is remote and open to candidates in the United States, Canada, or Latin America. The team works on US Pacific Time, and the manager must reliably work a schedule that frequently matches US Pacific business hours, 9 a.m. to 5 p.m. PT. Compensation varies by location: $90,000–$120,000 USD annually in Latin America; $140,000–$190,000 CAD annually in Canada (approximately $100,000–$135,000 USD); and $145,000–$175,000 USD annually in the United States. Offer placement within the range depends on a candidate's experience and qualifications.

Requirements

At least 3 years managing software engineers who formally reported to the candidate, including hiring, one-on-ones, performance reviews, and performance decisions; tech-lead or coordination experience without a reporting line does not count.
At least 5 years of hands-on professional software development experience, before or alongside management.
Proven, fluent daily use of AI coding agents, demonstrated through built orchestration flows, agents, or skills, or deep tuning of an existing team setup.
Experience driving a team's adoption of agentic workflows, beyond simply permitting their use.
A track record of coaching engineers through growth and difficult situations, including acting early on underperformance.
Experience owning end-to-end team delivery, shipping products to production, being accountable for commitments, and providing concrete examples of identifying and fixing a bottleneck.
A track record of raising and sustaining a team's quality bar through developer-owned testing and gates, supported by evidence such as fewer escaped bugs, production observability, fewer production incidents, or a lasting quality practice.
Experience partnering closely with product management on priorities and trade-offs.
Excellent written and spoken English, approximately C1 level, and experience working day to day on an international team.
Ability to reliably work a schedule that frequently matches US Pacific business hours (9 a.m. to 5 p.m. PT).
An identity-verified LinkedIn profile is required to apply.

Nice To Haves

Experience in more than one engineering-team role, such as developer, SDET, QA Analyst/manual tester, or Scrum Master.
Experience leading and improving agile ceremonies and team delivery practices.
Experience with TypeScript, Node.js, React, Rust, or AWS; these technologies are listed as the company's stack.
Experience managing a remote team distributed across time zones.
Experience in logistics, delivery, or marketplace domains.
Experience coaching quality practices such as developer-owned testing, a test-driven development mindset, refactoring, and observability.

Responsibilities

Lead a team of four to seven engineers through one-on-ones, honest feedback, career development, and early, fair action when performance is not meeting expectations.
Own team delivery by planning with the team, making commitments visible, removing blockers, and representing the team in planning and product meetings.
Partner daily with the product manager on priorities and trade-offs between roadmap work and technical health.
Coach engineers on planning, directing, reviewing, and verifying agent work; guide and evolve the team's agentic workflows, tools, and practices.
Stay technically engaged by coding through agents, reviewing pull requests, and maintaining current technical judgment, without making delivery dependent on personal output.
Hire and develop engineers, using the company's structured hiring process.
Maintain the team's quality bar and ensure the team that builds a feature owns its quality; treat flaky tests as failing tests.
Use delivery and quality metrics alongside observation and team feedback to guide coaching and process changes.
Help establish a culture in which engineers improve how the team works and can challenge the manager's direction.