IT Engineering Operations Lead

TNT Growth•Miami, FL

4d•$30,000 - $85,000•Remote

About The Position

We are hiring someone to build the operational infrastructure of the engineering team from scratch. This is not a project management role. There is no existing playbook, no mature intake process, no capacity framework, no defined utilization targets, and no release process. You will build all of it. Engineering’s primary purpose at TNT Growth is client delivery. The metrics that matter are client targets hit and net revenue retention. Every system you build, every process you design, every framework you implement needs to ladder up to that. If it doesn’t accelerate client outcomes, it doesn’t belong on the roadmap. You will be the operational backbone of the engineering team. You’ll work directly with the Director of Operations, the Technical Director, and engineers to ensure the right work gets done, in the right order, at the right level of investment. You will bring structure, visibility, and accountability to a team that is currently operating reactively. We are not looking for someone who manages tasks. We are looking for someone who builds the system that makes task management unnecessary.

Requirements

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.
Experience building operational systems from scratch in a team that didn’t have them.
Strong enough technical understanding to triage engineering tickets, assess scope, and challenge estimates.
Client-centric mindset.
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.
Comfortable with data.
Experience managing remote, distributed teams across time zones.
AI-literate.
Direct communicator.

Responsibilities

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?
Translate client needs into actionable engineering work.
Own the prioritization framework.
Assess every incoming client request against the client’s contracted scope of work.
Flag and escalate out-of-scope requests before they consume engineering time.
Partner with GMs and client success to ensure the team is building what clients are paying for — not more, not less.
Track scope compliance over time.
Build and maintain a forward-looking capacity plan.
Own the 30/60/90-day engineering calendar.
Design and run an early warning system for growing backlogs.
Manage sprint execution: standups, sprint planning, retrospectives, velocity tracking.
Design the team’s operating model.
Create SOPs for escalation, handoffs, scope changes, cross-team dependencies, and release coordination with the Product Designer.
Coordinate with the Product Designer to ensure nothing goes live without alignment.
Own the framework for evaluating internal tooling initiatives.
Right-size build decisions.
Define expected utilization targets for each engineer.
Establish throughput metrics the team aligns on.
Use time-tracking data to build a real picture of where engineering hours go — client delivery vs. internal product vs. operational overhead — and recommend adjustments.
Determine when backlogs should be solved with better planning vs. when they genuinely require additional headcount.
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.
Coordinate with GMs to ensure client priorities are translated accurately and engineering is working on the highest-impact items.