Manager, Engineering

Priority Technology Holdings, LLC• Remote, US,

9d•$165,000 - $228,000•Remote

About The Position

Manager, Engineering - MXC Reports to: Director, Engineering Department: Development Location: Remote Grade: 22 About Priority Commerce: Priority Commerce is a leading financial technology company on a mission to deliver a personalized, easy-to-adopt financial toolset that accelerates cash flow and optimizes working capital for businesses. Our vision is to eliminate the barriers to unlocking revenue - empowering businesses to grow faster and operate smarter. We achieve this through the Priority Commerce Engine, an innovative platform that combines payables, acquiring, and banking and treasury solutions. This unified approach allows businesses to streamline financial operations, reduce unnecessary costs, and uncover new revenue opportunities. At Priority Commerce, we're driven by results. We expect our people to be known for results - bringing expertise, momentum, and relentless focus to every challenge, helping our clients and each other thrive. About the Role: What you'll own One or more of the teams inside Boarding & Maintenance — the part of MX™ Connect that gets partners and merchants onto the platform and keeps them running once they're there. The area spans boarding, which is the front door: partner boarding and the hierarchies underneath it, merchant and submerchant boarding, the integrations into our own products and out to the processors behind them, the partner and merchant agreements that govern both, and the third-party vendors sitting in that path. It also spans the operations hub, which is everything after the front door: merchant maintenance including reserve management, and the case management that carries both boarding and post-boarding work — label and MID generation, case assignment, activity monitoring. We'll be specific with you about which of it is yours. When this works, a partner boards a merchant without opening a case, and that merchant starts processing on the day they were told they would. What you'll be building Across this area, the work in flight includes boarding that self-cures — failures prevented or automatically remediated instead of becoming cases when someone works by hand. Automated movement, so partner hierarchy changes and merchants moving between portfolios stop being manual and risky. Automation of bank account changes and the file builds that go out to processors. A case workflow with a real dashboard behind it, rush handling for what's genuinely urgent, and generated labels, MIDs and assignments rather than typed ones. Unified, progressive boarding so merchants, submerchants and partners all come through one path. And migration off the legacy systems still sitting underneath some of it. The role One team (or a few) — its delivery, its people, its standards — performs because you own all of it, full time. You'll manage one to several teams as a full-time craft; the team's performance is your contribution, and the leverage flows through judgment, hiring, coaching, standards, and the conditions you create, not your own commits. You can still pick up the keyboard when the work genuinely calls for it — you just won't lean on it as your contribution.

Requirements

Experience managing engineers full time — hiring, performance, and delivery accountability
Sufficient technical depth to hold the bar in design reviews, incidents, and roadmap debates
Typically ~7+ years of experience including people leadership — a guide, never a gate
Strong technical background in Node.js/TypeScript systems, sufficient to evaluate designs and operational health (messaging, latency, reliability)
Comfort with observability tooling (Datadog or similar) for the team's services
Experience running hiring processes for backend engineers and maintaining a high technical bar
Experience partnering effectively with senior technical leaders (Staff+ engineers)

Nice To Haves

Prior individual-contributor experience as a Senior or Staff Node.js engineer

Responsibilities

Craft — Hiring, feedback, and performance management operate as a system, not events: the bar is consistent, the assessments are honest, and underperformance is addressed early and directly. You can interrogate a design and hold the technical bar in any conversation. AI-native practice is a team standard with expectations, not an encouraged option.
Impact — The team delivers predictably and sustainably; commitments to product, design, and business partners hold, and you're trusted because they keep holding. The team's outcomes — the metrics it exists to move — move on your watch, in partnership with your Product and Design peers. The team is instrumented through the company's engineering management platform — the outcomes it exists to move, the paired delivery-and-quality signals beneath them (a speed signal only counts when its quality pair is held), and the activity beneath those — and improves on what it measures, with the fix nameable. A metric that improved while its outcome didn't is a flag, not a win.
Ownership — You own the team's operational health: SLO coverage exists and is honored, deploy frequency and lead time improve, on-call stays humane, and the team never ships untested work downstream as someone else's problem. During high-pressure moments, you orchestrate the response — outward communication, decision-making, protecting the team's ability to recover — owning it and ensuring it's led well. You actively identify the team's single points of failure — including yourself — and close them: named shadows, deliberate rotation, documented knowledge.
Influence — Engineers grow into and beyond their levels — some past you, into roles you championed. You're measured on the team's outcomes alongside the team's senior engineer, each through your own lever: you own delivery, people, and conditions; the senior engineer owns technical direction — respected and amplified, never overridden.
Judgment — You know when to protect the team and when to push it; when to pick up the keyboard and when doing so would steal the growth moment; which battles to escalate and which to absorb. Debt and platform work get real roadmap space because you make the tradeoff explicit rather than silently mortgaging the future.