layiq

/la·yiq/adjective

worthy; deserving; fitting; suitable.

A role, opportunity, or path that merits attention, time, and pursuit.

Manager, Software Engineering at Vestmark | LAYIQ

Own Delivery
Co-own the kanban process with product management: maintain flow, manage WIP, prioritize ruthlessly, and hold the team to delivery commitments
Translate business priorities into clear, sequenced work with defined outcomes and measurable success criteria
Surface blockers and risks early and resolve them; stakeholders should always have an accurate picture of where things stand
Apply the principle
“fix the process, don’t automate the broken one”
: engage deeply enough with the work to know when the solution is right, not just when it is done
Build & Develop the Team
Recruit, hire, onboard, and develop a team of engineers, including both existing Vestmark engineers and new hires aligned with the AI-native profile we are building toward
Manage performance actively: set clear expectations, provide direct feedback, recognize strong performance, and address underperformance without delay
Integrate engineers from different starting points into a cohesive team with shared standards, mutual accountability, and consistently high output
Invest in each person’s growth, with particular focus on building AI fluency across the team regardless of starting point
Contribute to the growth and development of our core values: We Before Me, Positive Energy, Knowledge Explorer, and Own It
Drive AI-Native Practice
Model AI-native development practices yourself: use AI tools actively in how you plan, communicate, analyze work, and operate as a manager
Reinforce the team’s AI-native standards in every interaction: planning sessions, reviews, retrospectives, and day-to-day decision-making
Partner with the Principal Engineer to ensure delivery practices support, rather than constrain, the team’s ability to build agentic and AI-driven solutions
Stay current on AI tooling and agentic system capabilities; the expectation is that you adapt quickly to new tools and approaches as they emerge
Operate with Judgment & Adaptability
Make decisions with the information available; waiting for certainty is not an option in an environment that moves at this pace
Adapt quickly as priorities, tools, and circumstances change; bring the team with you without losing momentum
Navigate ambiguity at the team level while maintaining clarity for the individuals on your team about what they are working on and why
Build and maintain strong working relationships across engineering, product management, and operations to keep work flowing and dependencies resolved

Leadership & People Management
Demonstrated experience managing a software engineering team of meaningful size; you have hired, developed, and managed out, and you can speak to each with specificity
Track record of building high-performing teams, including integrating engineers with different skill levels and backgrounds into a cohesive unit
Direct, honest communicator: equally effective giving feedback to an individual engineer and presenting delivery status to senior leadership
You treat performance management as a core competency: you set clear expectations, give direct feedback, and don't let underperformance linger
Delivery Ownership
Proven ability to own end-to-end delivery across multiple concurrent workstreams with genuine accountability for outcomes
Fluency with kanban-based delivery: WIP management, flow metrics, continuous prioritization, and outcome-based planning
Ability to engage with business problems deeply enough to make good sequencing and trade-off decisions, not just manage tasks
Bias for action: you make the call, communicate it clearly, and adjust if you are wrong
AI Fluency & Adaptability
You use AI-assisted development tools and agentic systems regularly and with genuine depth: you have opinions about them, you are actively developing your practice, and you model that standard explicitly for the engineers on your team
Demonstrated ability to adapt quickly to new tools, processes, and circumstances; your default response to change is to engage, not to resist
Curiosity about where AI-native engineering is heading and how it will continue to change the work of building and leading software teams
Judgment & Communication
High judgment in ambiguous situations: able to weigh competing priorities, make defensible calls, and take accountability for the outcome
Ability to maintain clarity and focus for a team operating in a fast-moving, sometimes uncertain environment
Strong written and verbal communication; the team and the organization should always know where things stand and why decisions were made
Product Mindset
Track record of driving scope and priority decisions at the team level: connecting what the squad is building to measurable business outcomes and pushing back when the work doesn't align
You engage with the business problem your team is solving, not just the delivery plan; you can distinguish between a well-scoped initiative and one that will move the wrong metric

Manager, Software Engineering

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Equal opportunity and accommodations

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