Engineering Manager - IDV Layer

As the Engineering Manager for the IDV Layer at Plaid, your main responsibilities will include people management, contributing to architecture and code (40-60% of the time), setting team direction in collaboration with PMs, and coordinating cross-functional efforts to deliver features rapidly. You'll be integral in fostering a positive team culture that emphasizes ownership and technical excellence.

To be considered for the Engineering Manager - IDV Layer role at Plaid, you should have at least 2 years of technical leadership management experience and over a year in engineering management. A strong background as a software engineer and experience owning a scaled product will be essential. You need to demonstrate a passion for team building and problem-solving capabilities in a dynamic environment.

The Engineering Manager - IDV Layer at Plaid plays a pivotal role in setting team strategy by collaborating with PM counterparts. You will help define the vision, scope out sprints, prioritize tasks, and drive effective execution. This strategic partnership focuses on aligning technical goals with business objectives, ensuring that your team delivers impactful results.

The target base salary for the Engineering Manager - IDV Layer position at Plaid ranges between $193,320 - $329,400 per year. Additional compensation like equity or commission may also be part of the package, depending on the specific position offered.

Coding is a significant aspect of the Engineering Manager - IDV Layer role at Plaid, as you are expected to be hands-on with around 40-60% of your time spent coding, prototyping, and reviewing designs. This hands-on approach ensures you are deeply involved with the engineering team, helping to guide and mentor your engineers while actively contributing to the codebase.

In the role of Engineering Manager - IDV Layer at Plaid, prioritizing tasks effectively involves collaborating with Product Managers to align technical efforts with business priorities. I would assess the impact of each task on our goals and consider team capacity, ensuring that high-impact features get attention first while keeping the team motivated and productive.

Having managed engineering teams for over two years, I focus on fostering a culture of support and ownership. I utilize performance management processes to provide ongoing feedback, handle career growth discussions, and create a structured path for team members to succeed and develop their skills while completing projects effectively.

To maintain high team morale, I implement strategies that emphasize recognition, open communication, and feedback. Encouraging team members to take ownership of their projects and celebrating both small and large successes contributes to a positive atmosphere. Regularly checking in on team needs and allowing for a healthy work-life balance is also key.

Handling conflict within a team requires proactive communication. I encourage open discussion by addressing issues early on and fostering an environment where team members can express their concerns. It's essential to listen actively and seek to understand differing perspectives to facilitate constructive dialogue and come to a resolution that benefits the team.

As an Engineering Manager, I believe in providing my team with meaningful opportunities for growth. This involves setting individual development goals based on personal interests and performance, regularly providing constructive feedback, and ensuring access to resources like relevant training or mentoring opportunities to help them progress in their careers.

I ensure projects align with customer needs by collaborating closely with product teams and engaging with customers to receive feedback regularly. Understanding user pain points and their workflows allows us to adapt our technical requirements, ensuring that the solutions we develop effectively solve real problems and create value for end-users.

To measure the success of the engineering team, I look at a combination of quantitative and qualitative metrics. This includes performance indicators like velocity and product cycle times, along with team satisfaction scores and feedback from stakeholders. Both perspectives provide a holistic view of our effectiveness and areas for continuous improvement.

When approaching architectural decisions, I prioritize a collaborative approach involving the whole engineering team. We evaluate system requirements, scalability needs, and long-term maintainability. Engaging in discussions that incorporate diverse perspectives often leads to more informed choices that support both current goals and future growth.

I embrace remote teamwork as a viable method for engineering teams. It offers flexibility and access to a diverse talent pool. I emphasize clear communication, virtual collaboration tools, and regular check-ins to foster connection and ensure that the team operates cohesively, despite being geographically dispersed.

Staying updated with industry trends involves a proactive approach. I follow tech blogs, attend webinars and conferences, and participate in professional networks. Networking with other engineering leaders encourages knowledge sharing and fosters new ideas that I can bring back to my team, ensuring we remain at the forefront of the evolving tech landscape.