Software Engineering Manager

As a Software Engineering Manager at Coder, your main responsibilities will include managing a team of 5-8 software engineers, delivering significant features, improving and maintaining the Coder product, and overseeing new product developments. Your leadership will pave the way for innovation and the efficient resolution of pressing issues for both the team and our customers.

To qualify for the Software Engineering Manager position at Coder, you should have at least 5 years of experience in software development, including a minimum of 1 year in a team lead or engineering management role. We also value experience delivering software to large enterprise customers, proficiency in open-source software, and excellent communication skills.

As a Software Engineering Manager at Coder, you are expected to have a deep understanding of technologies such as Linux, Kubernetes, cloud providers (AWS, GCP, Azure), IP Networking, and HTTP. Familiarity with programming languages and tools such as Go, Typescript, PostgreSQL, and Terraform would definitely be beneficial!

Yes, having startup experience is highly valued for the Software Engineering Manager position at Coder. We believe that candidates with familiarity in a dynamic and fast-paced environment can bring unique insights into managing teams and delivering innovative solutions.

The interview process for the Software Engineering Manager role at Coder is designed to be consistent and enjoyable. Typically, the process takes two to three weeks, where you will meet a mix of individual contributors, managers, and leadership. This structure ensures that both you and Coder find the right fit for a successful partnership.

To maximize team productivity as a Software Engineering Manager, it's essential to set clear goals, foster an open communication culture, and provide support by removing obstacles that your team may face. Regular check-ins and feedback sessions create a productive environment where team members feel valued and engaged.

Addressing underperformance requires a compassionate approach. I start by having a one-on-one discussion with the team member to understand their challenges and identify any support they need. Then, together we create an improvement plan, setting clear expectations and timelines while offering mentorship and resources to help them succeed.

Absolutely! One notable project I led involved streamlining our development pipeline, which significantly reduced deployment times. By implementing agile methodologies and enhancing collaboration tools, we increased our team's deployment frequency by over 30%! It not only boosted team morale but also improved our delivery to clients.

Staying current with technology is crucial. I encourage my team to dedicate time to learning and exploring new tools through online courses, workshops, or tech meetups. I also facilitate knowledge-sharing sessions, where team members can present their findings and experiences, helping everyone stay informed and inspired.

Managing remote teams requires high levels of communication and trust. I leverage tools that promote collaboration, ensure regular check-ins, and create a virtual open-door policy. Establishing a strong team culture that values accountability and transparency is vital for keeping remote teams engaged and productive.

Conflicts among team members can be tricky but are often necessary for growth. I aim to address such situations promptly by facilitating a discussion that allows each person to express their perspective. Through active listening and mediation, I help find common ground and foster a collaborative resolution.

A Software Engineering Manager plays a crucial role in fostering innovation by creating an environment where creativity is encouraged. This includes promoting a culture of experimentation, providing team members with time to explore new ideas, and supporting them in pursuing side projects that could benefit our main products.

My experience with open source software has enriched my management style by emphasizing the importance of community collaboration and transparency. I strive to create an inclusive environment in my team where shared knowledge and contributions are celebrated, drawing on the essence of open-source principles.

Prioritization as a manager involves understanding both team capabilities and business needs. I utilize frameworks like the Eisenhower Matrix to distinguish between what is urgent and important, ensuring that we align our focus on projects that deliver significant value to our customers.

Technical proficiency in a manager is vital because it builds credibility with the team and enhances decision-making. A manager who understands the technical details is better equipped to guide the team, provide actionable feedback, and troubleshoot challenges, ultimately driving successful outcomes.