Engineering Manager/Lead

As the Engineering Manager/Lead at Amartha, you will lead and mentor a dedicated team of software engineers and play a key role in backlog grooming, sprint planning, and conducting code reviews. You’ll be involved in significant system design discussions and take charge of incident management while driving critical technical projects that enhance our development processes.

Candidates for the Engineering Manager/Lead position at Amartha should preferably have at least five years of experience in the financial technology industry. Strong analytical thinking, advanced Go knowledge, and exposure to high-scale web application architectural patterns are highly regarded. A systematic problem-solving approach is essential, along with familiarity with both SQL and NoSQL database systems.

At Amartha, the Engineering Manager/Lead works closely with the product management team and business stakeholders, ensuring alignment on product requirements and reviews. This collaboration fosters a more integrated approach to project execution and drives innovation across cross-functional teams.

The ideal Engineering Manager/Lead at Amartha should have a solid understanding of various technologies including Go, distributed storage systems, and event-driven architecture. Experience with tools like Kafka, Kubernetes, Grafana, and Prometheus is considered a significant advantage that we value highly.

At Amartha, we are deeply committed to fostering diversity, equity, and inclusion within our workplace. We believe that a variety of perspectives, shaped by diverse backgrounds, drives innovation and growth. As the Engineering Manager/Lead, you will be part of an environment where everyone feels respected and valued, contributing to a sense of belonging for all employees.

As an Engineering Manager, I believe in fostering a growth mindset among junior engineers by providing regular feedback and hands-on guidance. I focus on creating a safe space for questions and discussions and encourage them to take ownership of their projects while ensuring they have the resources they need to succeed.

Certainly! In my previous role, I led a project where we had to overhaul a legacy system. By conducting thorough analysis and collaborative planning with my team, we broke down the project into manageable phases and set clear milestones. Regular check-ins and encouraging open communication helped us tackle unexpected challenges effectively.

In my experience, proactive incident management is crucial for maintaining system stability. I prioritize creating robust monitoring protocols and crowdsource insights from my team on potential pitfalls. Past incidents have taught me to conduct root cause analysis sessions, which not only solve immediate issues but improve our systems in the long term.

During sprint planning, I emphasize the importance of code quality as a key acceptance criterion. I advocate for code reviews as part of our workflow, ensuring that team members evaluate each other's work. Additionally, I encourage the use of test-driven development principles to catch issues early and maintain high standards.

Balancing technical projects and team management can be challenging but rewarding. I allocate specific times for deep work on technical initiatives while also prioritizing regular one-on-one sessions with team members to address their needs. Transparency and prioritization help me juggle responsibilities effectively.

I believe in fostering open lines of communication by utilizing tools such as Slack for quick queries and decision-making. Regular stand-up meetings help ensure everyone is aligned, and I encourage one-on-one check-ins, allowing team members to voice concerns and provide feedback in a more personal setting.

Promoting continuous learning is vital. I encourage team members to attend workshops, conferences, or pursue certifications relevant to their roles. We also hold regular knowledge-sharing sessions where team members can present new findings or technologies, creating an atmosphere of collective growth.

Absolutely! I led a cross-functional team project to implement a new feature that required input from engineering, product management, and marketing teams. I set up regular coordination meetings to ensure alignment on goals and deliverables, fostering collaboration, and ultimately delivering the feature on time while surpassing client expectations.

Handling conflicts is about empathy and communication. I listen to each party’s views and facilitate a discussion to help them find common ground. I encourage an open dialogue, emphasizing that differing viewpoints can lead to innovative solutions, and I guide them towards a collaborative resolution.

I view technical debt as a necessary aspect of development that should be managed strategically. By scheduling regular code reviews and refactoring sprints, I encourage the team to address technical debt proactively. Creating a culture where we acknowledge and plan for it ensures we maintain code quality without stifling progress.