Engineering Manager
Go1 Vietnam
Ho Chi Minh City, VN
3 ngày trước
source : Glints


Collectively raise the bar within our engineering team by ensuring our engineers have the skills, knowledge, experience and supporting tools and practices to be the best versions of themselves and product amazing software

Cover every 12-15 engineers at GO1

The engineering managers’ core KPI is the % of their direct reports who successfully attain their own individual KPI


Engineer Management :

Coaching, mentoring and advising each of their direct reports to help them excel in their current role and pursue their individual career goals

Develop essential new skills in the engineers reporting into them - helping them get familiar with new technologies

Perform 1to1’s, performance reviews, assess remuneration and reward

Own a topic or area of expertise (for example : front end development or database design) and will manage a community of engineers with a specific interest in that domain (either because those engineers want to learn more or they are actively working on these kinds of challenges)

Ensure technical decisions which impact everyone are shared and discussed, before code is cut

Solution Development and Delivery :

Mentor their engineers - helping them overcome specific blockers, issues or bugs and be able to step in, alongside the engineer, and demonstrate or pair programme the solution

Own some specific projects design to benefit all of engineering (i.e. making something more efficient or implementing a better way’) Examples could include : a new CI / CD train, a new provisioning or terraforming process, improving the stability of QA and so on

Do resource planning (with other engineering managers) to make sure each project or product working team has the skills to address the challenges they will uniquely face

Software Development :

Peer review any technical design that the engineers reporting to them produce or work with

Likely spend at least 25% of their time coding - in carrying out the activities above


Patience and a mentoring mindset - have you thought about this approach’ rather than you’ve got it wrong!’

Highly technically skilled and able to design complex technical solutions

Easily put engineers at ease - making them feel like they are talking to a peer

Be fanatical about skills development - ensuring their engineers always have what they need to be successful

Advocate, encourage and demonstrate knowledge sharing and collaboration - understand the role they have is a force multiplier

Have managed larger teams of developers both in terms of man management and personal development but also project or feature direction

Highly positive even in the face of adversity

Highly supportive always available to those that you need to support

Highly professional keep calm under pressure, hear all aspects, collect all facts and make the best call

Adaptive if the situation changes, you shape your team to fit

Communicative breaking down business context for developers

Seasoned you have done this all before and you take it in your stride

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