Engineering Coordinator

Brazil·Campinasmid

Other

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Quick Summary

Key Responsibilities

Lead two engineering teams as their people manager — formal reporting line for the engineers in both teams — while owning delivery, priorities, and operational discipline.

Technical Tools

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Responsibilities

~2 min read

→Lead two engineering teams as their people manager — formal reporting line for the engineers in both teams — while owning delivery, priorities, and operational discipline.
→Run engineering management practices: regular 1:1s, continuous feedback, performance conversations, goal-setting, and participation in performance review and calibration cycles; support career growth and partner with leadership on hiring and onboarding.
→Coordinate delivery across both teams — flow, dependencies, quality, and predictable status — as the senior delivery anchor alongside team technical leads.
→Partner with technical leads so choices stay aligned with platform architecture while engineers ship partner integrations on the Java / Spring data-adapter platform — from discovery and build through UAT, production cutover, hypercare, and steady-state operation.
→Keep both teams healthy and predictable in a high-agility portfolio where partner priorities, launch windows, and operational incidents shift quickly.
→Act as the engineering diplomat for your teams: unblock cross-team dependencies with Program Management, TPM, QA, and partner technical teams during parallel onboardings and cutovers.
→Work with MIS leadership (Engineering Manager, Architect, Program Manager) on people and delivery risks — capacity, performance, deployments, on-call load, quality gaps — and translate priorities into actionable team plans.
→Own coordination of quality and operational discipline — UAT readiness with QA, regression alignment, observability and runbook expectations, L3 on-call rotation handoffs when teams are on Maintenance allocation, and closure on post-incident follow-ups.
→Stay hands-on on the hardest integration and production problems when your teams need leadership in the code path — without neglecting people leadership.

Experience as people manager or engineering manager for engineers — 1:1s, feedback, performance analysis, and review cycles — ideally across two teams or equivalent scope.
Ability to lead technical delivery and senior IC engineers on enterprise integrations — ERP / CRM / OMS / WMS sources to omnichannel commerce — not generic CRUD APIs.
Solid experience with Java, Spring, and microservices at production scale; message brokers, PostgreSQL, containers / Kubernetes; REST, events, batch, and file-based integration patterns.
Proven experience driving quality and operability across multiple engineering teams — test automation partnership, regression discipline, observability, incident and hypercare readiness.
Strong track record leading engineers through high-speed delivery cycles, parallel partner workstreams, and high levels of ambiguity.
Strong communication skills in English (written and spoken).
Experience with Agile delivery at team scale.
AI-native engineering posture: daily use of AI coding agents with disciplined review of output — same bar as other senior MIS engineers.
Customer-facing maturity for partner UAT, launch, and steady-state technical conversations.
Willingness to work hybrid (three days per week on-site) and to travel for business as required (partner engagements, launches, and cross-site collaboration).

You care about developing people as much as shipping integrations — clear expectations, honest feedback, and fair performance conversations.
You thrive when the roadmap is dynamic and can guide two engineering teams through rapid changes without losing quality, trust, or team health.
You are known for communicating status clearly to reports, architects, and program partners while maintaining a high bar for execution and operability.
You evaluate decisions by impact on the portfolio, platform sustainability, and the growth and sustainability of your teams — not only short-term sprint output.
You proactively build relationships across engineering and program partners so dependencies and people bottlenecks are resolved before they become missed launches or attrition risk.