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Parloa is building an iconic AI Platform company serving Fortune 2000 enterprises, with an Agent Management Platform (AMP) evolving into the AI Agent Management layer for enterprise AI transformation. The company is establishing Europe's leading engineering organization to set the global benchmark for engineering excellence.
As a Senior Engineering Manager, you will own delivery and business outcomes for a large team, multiple teams, or a domain spanning several teams. This role operates at a higher altitude than a standard Engineering Manager, with scope defined by either size or difficulty—such as technically and organizationally complex problem areas critical to the company's roadmap.
Key responsibilities include:
• Own delivery across multi-team or multi-domain scope, setting milestones, critical path, and quality gates while managing cross-team dependencies actively.
• Set strategy and roadmap collaboratively with Product, framing engineering investment in commercial terms (revenue, retention, margin) and surfacing customer and market signals.
• Own the narrative for cross-functional initiatives, ensuring stakeholders walk away aligned and creating durable artifacts (plans, RFCs, escalation memos, postmortems) that travel beyond the immediate team.
• Create conditions for coherent technical direction by partnering with Staff+ individual contributors to shape the technical agenda and own tech debt strategy across your scope.
• Hold operational discipline to consistent standards: on-call, incident response, postmortem practice, reliability targets aligned to product expectations, and cost/unit-economics tracking.
• Design the operating model for your scope, including roles, ownership, on-call rotations, multi-team operating rhythm, aggregated DORA and SLO metrics, and 3–6 month dependency mapping.
• Grow the next layer of leaders by hiring senior individual contributors up to Staff level, building pipelines for hard-to-fill roles, and identifying and developing future managers and senior ICs from within.
• Eliminate classes of blockers by fixing systems that allow recurring problems, not just addressing individual incidents.
You will communicate credibly to Directors and VPs without your manager present, framing recommendations and trade-offs. You take on escalations from Engineering Managers—performance edge cases, prioritization conflicts, hard disagreements with peers—and resolve them. The people work gets harder at this level, not lighter.
This is not a step toward managing managers (though some Senior EMs move that direction). It is a complete role on its own terms, with real scope and impact, and does not distance you from the people work.
Requirements:
• 10+ years in software engineering with 4–6+ years of people leadership
• Proven track record owning outcomes for more than one team or a domain spanning several teams
• Credible with senior leadership; able to frame trade-offs and present decision-driving written work
• Demonstrated ability to hire, grow, and promote leaders (e.g., tech leads who became EMs, senior engineers who became Staff)
• Technical credibility without needing to be the decision-maker; ability to partner with Staff and Principal engineers through influence
• Commercial fluency: understanding scope costs, returns, and how to discuss these with Product and Finance
• Comfort with hard conversations: performance edge cases, prioritization conflicts, and peer disagreements
• Pragmatism under real pressure; experience recovering stalled cross-team initiatives or taking on scopes that had lost predictability without burning out engineers or undermining peer EMs
