Windows Engineering Manager

Remotemid

EngineeringEngineering Manager

0 views0 saves0 applied

Apply Now

Quick Summary

Key Responsibilities

People Own hiring, coaching, growth, and performance for the Windows team. Hold regular 1:1s with every report, conduct performance reviews,

Technical Tools

EngineeringEngineering Manager

Responsibilities

~2 min read

→People
- →Own hiring, coaching, growth, and performance for the Windows team.
- →Hold regular 1:1s with every report, conduct performance reviews, and build an individual growth plan for each engineer against our engineering career framework.
- →Actively participate in recruiting, from sourcing and screening through closing.
- →Address performance issues directly and early, with honesty and care.
→Team Health
- →Be accountable for the team's delivery and culture.
- →Run the team's rituals: standups, sprint planning, and retros.
- →Monitor team morale and address friction before it becomes a problem.
- →Ensure the team is genuinely improving as a unit, not just shipping.
→Delivery
- →Keep the team's work on track and manage dependencies within the team.
- →Communicate blockers, risks, and progress proactively so the team's work is visible and understood by stakeholders.
- →Work with cross-functional partners (product, design, QA, support) on planning and execution.
- →Bring a product mindset and be comfortable making product calls when there isn't a PM in the room to allow the team to move forward.
→Velocity & Impact
- →Own the team's throughput, the pace and predictability with which they ship, and the removal of whatever slows it down like process friction, unclear priorities, or technical drag.
- →Push the team toward leverage, the changes that move the product and the business in the right direction, not just the ticket count. Help engineers tell the difference between motion and progress.
- →Use every tool available to raise the ceiling on what the team can accomplish, AI-assisted development among them, coach engineers on where it accelerates real work, and keep the bar on quality and long-term maintainability fixed regardless of how the work gets done.
- →Continuously improve how the team works, evaluate tooling and workflows, spread what's working, retire what isn't so the team keeps getting faster at the things that matter.
- →Challenge the team to raise its ambitions, to take on bigger problems than it would on its own, and to measure itself by the outcomes it delivers rather than the effort it spends.
→Technical Judgment
- →Exercise technical judgment in partnership with the team's technical leads. You do not own the architecture, but you understand the team's technical direction well enough to make sound resourcing and prioritization decisions.
- →Stay conversant in the team's stack (C#, .NET desktop applications, native interop) so you can represent the work accurately to stakeholders and spot risk early.

You have experience developing and delivering high-quality software on Windows and are familiar with C#/.NET desktop applications.
You have engineering management experience: you have hired, run 1:1s and performance reviews, and been accountable for a team's delivery, and you love the leadership side of the work.
You enjoy building up others, both personally and technically, and you measure your success by your team's growth and output rather than your own.
You use AI development tools regularly and think critically about their output, but you don't stop there: you keep asking what bigger problems AI could take on, and you push your team to raise its ambitions rather than settle for autocomplete.
You communicate clearly, in writing and in person, with engineers and non-engineers alike.
You model accountability and honesty: you own team outcomes rather than deflecting to individual contributors, and you put each report's growth ahead of personal convenience.

This is an M1 role in our engineering career framework: directly accountable for the people and delivery of one team, and the entry point into formal people leadership at Renewed Vision.
M1 managers are evaluated across six dimensions:
- People
- Team Health
- Project Management
- Technical Leadership
- Collaboration
- Leadership