Software Development Manager

Ask any Customer Service Associate what slows them down and they'll show you: the field that doesn't autofill, the extra click on every third contact, the lookup that opens in another tab. None of these earns a spot on a roadmap by itself. Together they cost tens of thousands of associates minutes every day, and well over a thousand such requests reach us every year from the people on the front line.

Your team fixes them. Based in Hyderabad, it has a mandate no other team has: go into any codebase across the associate workspace, ship the fix through the owning team's pipelines and review process, and move to the next one. Each month a scored list of associate-raised problems arrives. Your team sizes them, embeds with the teams that own the code, and ships. Every fix credits the associate who raised it.

What sets this role apart is that you run a mechanism, not just a team. The monthly intake with product leaders, the capacity math, the working relationships with a dozen engineering managers whose code your engineers touch, and the quarterly story to senior leadership about what got better are all yours. You'll also be the one who can say, with evidence, where the workspace's architecture makes small fixes hard. That feeds directly into the 2027 effort to rebuild it as one AI-assisted experience.

You'll lead seven engineers directly and work as a peer with a senior program manager who runs intake and a senior engineer who sets the technical bar, with evenings that overlap partner teams in Seattle, Toronto, and Austin. If you like shipping every week and reading the thank-you notes, this is the job.

• Key job responsibilities
• Own the fix-it mechanism end to end: monthly intake with product and senior leadership, engineer-led estimation, sequencing against capacity, delivery, and a readiness check before each fix reaches associates.

Deliver through embedded execution. Your engineers join the team that owns the affected code as temporary members, follow its design and review norms, use its pipelines and tests, and leave the codebase better than they found it. You make that model work across teams in three cities.

Hire, grow, and retain a team of software engineers spanning early-career to senior. Set and hold the bar on design, code, testing, and documentation, and coach engineers through promotion.

Build and keep trust with every engineering manager whose codebase your team touches. Negotiate access, review bandwidth, and release windows; resolve design disputes through principal engineers rather than around them.

Measure what matters: fixes shipped, associate impact per fix, and mechanism health, reported quarterly to senior leadership.

Deliver through others: remove blockers, make scope calls, and keep stakeholders informed without surprises.

Make the team AI-native: use AI tooling to raise velocity and quality across unfamiliar codebases.

• A day in the life
• Your main job is keeping fixes flowing from associates' complaints to production. Mornings in Hyderabad start with the month's intake list alongside your program manager and a product leader: which problems made the cut and what each will take. Then a design review for a fix in another team's component, checking it follows their patterns, and a 1:1. Late afternoon you unblock an engineer waiting on a Seattle team's review; your evening overlaps North America for a call with that team's manager about release windows. Beyond the usual: quarterly, you tell senior leadership, with numbers, what got better for associates.

• About the team
• Your main job is keeping fixes flowing from associates' complaints to production. You start your day with the month's intake list alongside your program manager and a product leader: which problems made the cut and what each will take. Then a design review for a fix in another team's component, checking it follows their patterns, then a 1:1. You unblock an engineer waiting on a Seattle team's review, and when North America comes online you take a call with that team's manager about release windows. Beyond the usual: quarterly, you tell senior leadership, with numbers, what got better for associates.

Basic qualifications

• - 7+ years of engineering experience
• - 3+ years of engineering team management experience
• - 8+ years of leading the definition and development of multi tier web services experience
• - Knowledge of engineering practices and patterns for the full software/hardware/networks development life cycle, including coding standards, code reviews, source control management, build processes, testing, certification, and livesite operations
• - Experience partnering with product or program management teams
• - Experience designing or architecting (design patterns, reliability and scaling) of new and existing systems

Preferred qualifications

• - Experience in communicating with users, other technical teams, and senior leadership to collect requirements, describe software product features, technical designs, and product strategy
• - Experience in recruiting, hiring, mentoring/coaching and managing teams of Software Engineers to improve their skills, and make them more effective, product software engineers

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