Non-US IT Engineering Manager

TNT Growth•Miami, FL

12d•Remote

About The Position

We are currently NOT open to US candidates... Global candidates only. The role is remote. About Us We’re TNT Growth – a performance-driven agency that helps leading companies acquire more leads and more customers. Our core focus is on Paid Search and Paid Social management, conversion rate optimization, and reporting & analytics. Our team is sharp, collaborative, and results-obsessed. If you thrive in fast-paced environments, want to grow quickly, and actually care about your impact – you’ll love it here. Former and current clients include: Salesforce, Gusto, Formula 1 Miami, Sweet James, and more.

Requirements

MUST have 2+ years of experience in engineering management.
MUST have 5+ years in engineering operations, technical program management, or a similar role where you owned delivery infrastructure — not just managed projects within one.
MUST have experience building operational systems from scratch in a team that didn’t have them.
You’ve walked into ambiguity before and created structure.
Strong enough technical understanding to triage engineering tickets, assess scope, and challenge estimates. You don’t need to write code, but you need to know when something is over-scoped or under-scoped.
Client-centric mindset. You understand that engineering exists to deliver client outcomes, and you can connect any piece of work to a business justification.
You know how to read a scope of work and enforce it without damaging the client relationship.
Experience with client engagement models — contracted scopes, SOWs, scope amendments, and the judgment to know when a request is out of bounds vs. when it’s a reasonable extension of the engagement.
You’ve had to push back on scope creep before and you did it without losing the client.
Comfortable with data. You can pull time-tracking reports, build utilization dashboards, construct ROI models, track scope compliance, and use metrics to drive decisions rather than opinions.
Experience managing remote, distributed teams across time zones.
AI-literate. You understand how AI tools can accelerate engineering workflows and are comfortable evaluating and rolling them out.
Direct communicator. You surface problems early, propose solutions, and don’t wait to be asked.

Responsibilities

Directly manage engineers: 1:1s, performance expectations, coaching, accountability, and career development.
Lead the engineering team in driving impact!
Focus on the HOW of the engineering department's goals.
Provide strategic and hands-on support to the team to ensure work flows smoothly and maintains excellence.
Ensure team and individual KPIs and deadlines are met, even exceeded.
Monitor project progress in ClickUp and ensure clients are happy with results.
Design and implement a single intake system for all engineering requests.
Triage incoming tickets with enough technical understanding to assess: Is this a client-critical business need or a nice-to-have? What’s the actual scope? What level of engineering investment does this warrant?
There should be a process for prioritization.
Build and maintain a forward-looking capacity plan.
Move the team from week-to-week planning to schedules built 1–2 months out with clear visibility into what's in flight, what's next, and what's blocked.
Own the 30/60/90-day engineering calendar.
Allocate capacity across client-facing delivery and internal product work with explicit tradeoffs documented for every allocation decision.
Assess every incoming client request against the client’s contracted scope of work.
Understand what each client engagement includes, what it doesn’t, and be the first line of defense against scope creep entering the engineering pipeline.
Develop a clear "push back" system.
Partner with GMs and client success to ensure the team is building what clients are paying for — not more, not less.
If the team is consistently delivering work that isn’t covered by the contract, that’s a pricing problem or a boundary problem, and you’re the one who makes it visible.
Track scope compliance over time.
Develop and interpret rich data.
Be pro-active!
Design and run an early warning system for growing backlogs.
When work starts piling up, you surface it before it becomes a crisis — not after.
Manage sprint execution: standups, sprint planning, retrospectives, velocity tracking.
Keep delivery on cadence.
Design the team’s operating model.
Whether that’s a pod structure, a ticketing system, a hybrid, or something else — the structure needs to meaningfully change how work gets assigned, tracked, and delivered, not just formalize what we’re already doing.
Define expected utilization targets for each engineer.
Prepare business cases for headcount requests, including target comp range, benchmark data, and ROI projections.
Own the communication structure between engineering, ops, client success, growth, and leadership.
Stakeholders should have clear visibility into what’s in progress, what’s blocked, and what needs a decision — without chasing engineers or the Technical Director for status.