Engineering Manager

Digible is a privately owned and operated digital marketing company founded in 2017 with a mission to bring cutting-edge solutions to the multifamily industry. We offer a full suite of digital services, alongside Fiona, our predictive analytics platform—the first of its kind.

At Digible, we take pride in our collaborative, transparent, and authentic culture. Since 2021, we’ve been recognized as a Top Workplace in Colorado and secured the #8 spot in the Best Places to Work Multifamily rankings. From our hiring process to our All Hands meetings and Town Halls, our values are at the core of everything we do.

We believe diversity fuels innovation, and we strive to create an inclusive environment where everyone can bring their authentic selves to work. If you're ready to do the best work of your career, we’d love to have you on the team!

• Authenticity - The commitment to be steadfast and genuine with our actions and communication toward everyone we touch.
• Curiosity - The belief that a deep and fundamental curiosity (the "why") in our work is vital to company innovation and evolution.
• Focus - The collective will to remain completely devoted and ultimately accountable to our deliverables.
• Humility - The recognition and daily practice that "we" is always greater than "I".
• Happiness - The decision to prioritize passion and love for what we do above everything else.

The Role:

We’re hiring an Engineering Manager to lead people, delivery, and direction for one or more engineering pods at Digible.

The defining trait we’re looking for is the ability to get things unstuck while developing the people doing the work. When a team stalls, whether because of an unowned dependency, an ownership gap, or a technical blocker that’s lingered too long, this person doesn’t route around it. They step in, get the right people aligned, diagnose what’s actually stuck, define a clear path forward, and move the team through it. Just as importantly, they follow through with reflection: what happened, what the team needs to learn, and how we handle it better next time.

Running in parallel is the second responsibility: building team capacity. The progression is intentional, from starting in the trenches, to enabling from the side, to ultimately coaching from a distance. The goal is to make yourself unnecessary for the things you were essential to last quarter.

This role sits squarely in “Fiona 2.0” territory. Our most critical near-term work spans reporting, the data platform, integrations, and client-facing systems across multiple pods. The complexity is real, not just technically, with platform dependencies, data architecture, and cross-system integrations, but also organizationally and commercially, with competing priorities, client commitments, and stakeholders who define done differently.

Coding isn’t the primary function. But when progress requires it, you can sit down with an engineer and work through the problem together. You don’t own deliverables or sit on the critical path. You enable the team to move faster and better without you.

You'll report to the Director of Engineering and work closely with Product, Data, and Agency Operations.

You’ll love this job if:

• You get genuine satisfaction from getting things unstuck, not from managing a process around stuck work
• Coaching is more satisfying than doing. Your measure of success is a team that no longer needs you for what it relied on you for last quarter
• When people look at each other without a clear next step, you feel the pull to name one. Not because you always have the answer, but because even imperfect direction unblocks a room
• You diagnose before you prescribe. You want to understand why the team is not delivering before reaching for a framework
• You build process to fit the team, not force the team to fit the process
• You do not stop at the pod boundary. If what your team needs lives elsewhere, you go get it
• You think product-first. You start with the customer problem, make tradeoffs, and partner with product as a peer
• You use AI naturally in your work, not as a novelty but because it has changed how you think about what is possible. You help teams adopt it without making it a mandate
• You can hold two time horizons at once, what needs to happen today and what needs to be different in six months
• You operate comfortably at the business and technical intersection. You can navigate a commercial constraint and a platform dependency in the same conversation without losing either thread
• You get real satisfaction from creating clarity where there is none, not from executing someone else’s plan

What you’ll do:

• When teams stall, step in and move things forward. Pair with an engineer on a technical blocker, connect directly with a dependency team, or name the trade-off others are avoiding. Do whatever is required to restore momentum
• After unblocking, debrief. Understand what happened, what the team needs to develop, and how it should be handled differently next time
• Break ambiguous work into actionable steps the team can execute. Do not wait for perfect requirements. Create enough clarity to move
• Own the cross-pod roadmap alongside Product. Identify dependencies, gaps, and sequencing. Map dependencies proactively so teams are not surprised
• Surface blockers, trade-offs, and risks early, before they turn into escalations

• Lead the pod day to day, with accountability for delivery, team performance, and engineering health
• Run Shape Up ceremonies including kickoffs, progress check-ins, retros, and demos
• Ensure what the pod ships integrates cleanly with the teams that depend on it
• Make cross-pod trade-off decisions independently. Keep the Director of Engineering informed rather than relying on them for decisions

• Manage and coach engineers through one-on-ones, direct feedback, and career development. Growing people is the primary job
• Build process discipline the team genuinely owns, including how work is planned, tracked, handed off, and shipped
• Partner with Product to shape solutions that are both feasible and valuable, not just execute on specs
• Coach other Engineering Managers when present, helping them build the judgment to handle situations they would otherwise escalate

• Hold business context such as commercial constraints, stakeholder priorities, and client commitments alongside technical context such as architecture, dependencies, and integrations without oversimplifying either
• Drive alignment across competing priorities without escalating to the Director of Engineering
• Build trust with stakeholders across Product, Data, Agency Ops, and leadership by delivering consistently and communicating clearly

How success will be measured:

• The team handles blockers they previously escalated. They are meaningfully more autonomous than when you arrived
• Engineers feel supported, challenged, and clear on how to grow
• The pod ships reliably, with predictable scope, quality, and timelines
• Ambiguous work is consistently broken down into clear next steps without waiting for someone else to define the path
• Product, Data, and cross-pod partners experience the pod as a reliable delivery partner
• Cross-pod dependencies are tracked, sequenced, and resolved without constant escalation
• Stakeholders trust your judgment and actively seek your input on cross-pod decisions
• You operate with high autonomy. The Director of Engineering is informed, not consulted, on most decision

• 3-5+ years of engineering experience and 1-3+ year managing engineers or equivalent team lead experience
• Track record of unblocking teams. You can describe a time you stepped in to resolve a stall
• Evidence of developing people. You can describe an engineer you helped grow beyond needing you
• Ability to break down ambiguous work into actionable plans without waiting for perfect information
• Clear communication with engineers, product managers, and business stakeholders
• Comfortable in a dynamic agency or digital services environment where client commitments, shifting priorities, and parallel internal and external work are the norm
• Familiarity with the technical landscape of digital services platforms, including websites, APIs, data pipelines, reporting systems, and third-party integrations
• Able to navigate business and technical complexity at the same time. Demonstrated experience creating clarity from ambiguity across multiple teams

• Can describe a time they got in the trenches to resolve a stall, and a time they coached someone through a similar situation without being directly involved
• Has built process from scratch in a smaller organization, not just applied existing process from a larger one
• Has meaningfully changed their way of working because of AI, not just adopted tools but rethought what is possible
• Has operated in environments where the roadmap was still forming when they started
• Has owned a cross-functional program, not just a single team’s delivery
• Has made cross-pod trade-off decisions independently and can describe a difficult one
• Has worked on platforms where data, reporting, and integrations are owned by separate teams with different timelines, and understands the implications
• Experience in marketing technology platforms is a plus

• Prolonged periods sitting at a desk and working on a computer.
• Must be able to lift up to 15 pounds at times