Engineering Manager

Context

Our client is a leading digital company operating a high-scale B2C platform with business-critical flows related to customer experience, digital operations, conversion and platform reliability

The Engineering organization is looking for a Freelance Engineering Manager to support the VP Engineering on delivery, execution and team management

The current challenge is very clear: delivery is not yet at the expected level. Teams do not anticipate enough, delivery predictability is weak, and in many cases teams are not able to clearly say when something will be completed

The company is looking for one of the best Engineering Managers available on the market someone able to bring immediate structure, stronger delivery discipline, better activity follow-up and real operational leverage to the VP Engineering

This is a freelance transition mission, with an immediate start expected

Mission objective

The Engineering Manager will act as a right-hand support to the VP Engineering.

The role is not necessarily attached to one fixed team. It is a transversal and operational role: when a squad is struggling, when there is a delivery issue, or when execution needs to be reinforced, the Engineering Manager will step in to help.

The objective is to bring:

• stronger delivery discipline

• better planning and estimation

• clearer activity follow-up

• stronger accountability

• better anticipation of risks and unknowns

• stronger mentoring of existing Engineering Managers

• immediate support to the VP Engineering

The goal is to avoid reaching Q3 with the same delivery issues as today

Current pain points

The VP Engineering needs support because:

• Delivery is not at the expected level today

• Teams do not anticipate enough

• In many cases, teams are not able to clearly say when they will finish

• Unknowns, blockers and risks are not identified early enough

• Engineers may start implementation, but there is not always enough follow-up to know whether work is really progressing or completed

• Delivery delays are not always explained clearly enough

• Existing Engineering Managers need stronger mentoring and support on delivery discipline

Key responsibilities

Delivery ownership

• Take ownership of delivery follow-up on squads that need support

• Clarify what is being delivered, when, by whom and with which risks

• Ensure teams can explain their delivery plan and commitments

• Identify why a topic is late and what needs to be done to recover

• Track engineering activity until completion

• Ensure implementation work is not only started, but properly followed through and delivered

Planning, estimation & anticipation

• Help teams improve planning and estimation

• Identify unknowns early

• Make risks, dependencies and blockers visible

• Push teams to anticipate rather than react

• Improve the quality of delivery forecasts

• Bring structure when teams are vague, late or unclear on timing

Support to the VP Engineering

• Act as a right-hand partner to the VP Engineering

• Step into squads when there is a delivery problem

• Diagnose execution issues quickly

• Bring clear reporting on delivery status, risks and recovery actions

• Help the VP Engineering regain control and visibility on engineering execution

• Reduce the operational burden currently carried by the VP Engineering

Mentoring Engineering Managers

• Mentor existing Engineering Managers on delivery management and team follow-up

• Help EMs become stronger on estimation, planning, activity tracking and accountability

• Support EMs in asking the right questions to their teams

• Help create stronger delivery rituals and clearer management discipline

• Raise the level of engineering management across the organization

Technical management

• Understand technical constraints behind delivery issues

• Challenge tech leads and engineers when explanations are unclear

• Connect technical reality with delivery commitments

• Ensure technical complexity is properly reflected in planning

• Support teams during complex delivery phases or incidents

• Bring a strong technical management posture, not just people management

Selection process

The process will include:

1. System design interview with senior technical stakeholders

2. Technical discussion with VP Engineering

What success looks like

Success means:

• Delivery becomes more predictable

• Teams are able to clearly say when they will deliver and what could impact timing

• Unknowns, risks and blockers are identified earlier

• Engineering activity is followed until completion

• Existing Engineering Managers improve their delivery discipline

• The VP Engineering gets stronger operational leverage

• The organization does not reach Q3 with the same delivery issues as today

Location:

Full remote, with 2 days on-site per month

Required profile

The ideal candidate has:

• Proven experience as an Engineering Manager, Senior Engineering Manager, Head of Engineering or technically credible delivery leader

• Strong technical background, ideally as a former software engineer or tech lead.

• Strong experience managing delivery in demanding engineering organizations

• Ability to step into struggling squads and restore structure

• Ability to mentor Engineering Managers

• Strong understanding of engineering activity, implementation follow-up and technical delivery

• Excellent ability to challenge vague estimates, unclear commitments and lack of visibility.

• Strong communication with VP Engineering / CTO-level stakeholders

• High standards, strong posture and strong execution mindset

• Fluent French and English

Must-have criteria

The client will be especially demanding on:

• Strong delivery ownership

• Ability to bring predictability and visibility

• Strong technical credibility

• Ability to challenge teams and understand implementation issues

• Ability to mentor Engineering Managers

• Strong posture and leadership

• Ability to operate as a right hand to the VP Engineering

Red flags

The client will not move forward with profiles who are:

• Too people-oriented and not strong enough on delivery

• Not technically credible enough

• Unable to challenge engineers or tech leads

• Weak on estimation, planning and activity follow-up

• Unable to step into a team in difficulty

• Weak in communication, structure or leadership posture