Head of Engineering

Job Description

Responsibilities

• Delivery predictability across the engineering function – accountable for the function consistently shipping committed scope on committed dates, per tribe and function-wide. You own the practices that surface shortfalls early and the remediation that closes the gap.
• Engineering standards and practice – you set and enforce the engineering bar: code review standards, retrospectives, and the feedback loops that keep them healthy across the tribes.
• People management of Engineering Managers – performance management, growth, 1:1 cadence, and engineering hiring across the function. You are accountable for the EMs you develop and the standard they operate to.
• Unified SDLC ownership – you own and define the unified SDLC end to end. Engineering Managers run it day-to-day in their tribes.
• Backend change management – you own the governance of our deployment pipeline. You ensure 100% of changes generate a regulator-ready audit trail automatically, while designing a frictionless, risk-tiered approval process that subjects material changes to rigorous, formal review without gridlocking daily production velocity.
• AI-first engineering standard – accountable for driving genuine adoption of AI tooling across engineering: coding assistants, AI-assisted code review, and AI-assisted test generation as standard practice. You set the direction, decide where it adds real value versus where it doesn’t, track adoption, and ensure teams get measurable productivity benefits – not tooling for its own sake.
• Blocker clearance – accountable for fast escalation and resolution of blockers, in-sprint and in engineers’ backlogs. Blockers are surfaced early and cleared with discipline rather than allowed to age.
• Engineering incident response and post-mortems – own the engineering function’s response to production incidents: timely escalation, structured post-mortem facilitation, and ensuring action items close.
• Tech-debt roadmap – own the function-level tech-debt roadmap: prioritising remediation, partnering with the Solutions Architect on architectural debt, and tracking progress against plan.
• Capacity planning – accountable for engineering capacity matching committed work; EMs execute the operational planning.
• Cross-department standard execution – implementing the quality framework defined by the Head of Quality Engineering, the security standards owned by Security, and the architecture standards agreed at the Architecture Advice Forum.
• Engineering OKR ownership – rolled up from Engineering Managers, with function-level accountability sitting here.
• Cross-functional initiative delivery – ensuring engineering does not become the blocker for initiatives spanning product, technology, and operational teams; coordinating on cross-division prioritisation and dependency management.

Skills needed

• 8+ years in software engineering, with at least 3–4 years in an engineering leadership role spanning multiple teams or squads – managing engineering managers, not just senior engineers.
• A track record of owning delivery predictability at function level: you have made commitments on behalf of an engineering organisation and built the practices to meet them consistently, without resorting to estimate-padding.
• Hands-on experience building and running engineering practice: SDLC definition, code review standards, change management, and the retro and feedback loops that keep them healthy.
• Strong people leadership – you have hired, developed, and performance-managed engineering managers and know what good EM execution looks like versus what needs intervention.
• A clear, evidence-based point of view on AI-assisted development across the SDLC – where it adds real value, and how to drive genuine adoption rather than dashboard adoption.
• Solid understanding of backend distributed systems and what operating them in a regulated, high-stakes environment demands: change management discipline, incident response, observability, and audit-readiness.
• Data-driven – comfortable owning engineering metrics (delivery predictability, cycle time, defect escape rate, blocker aging) and turning them into prioritised action rather than dashboards nobody acts on.
• Strong communicator across technical and non-technical audiences – you can write the SDLC definition, present the tech-debt roadmap to the CTO, and give an EM hard feedback, all with equal clarity.
• Experience in a regulated environment (fintech, banking, payments, or equivalent) with a real appreciation for what a quality or security failure means when customer funds are at stake.

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