Engineering Manager
TrustFlight builds software that aviation operators around the world rely on to keep flying safe, for an international customer base with an unusually varied set of problems. This role exists to build and sustain a high-performing team of six to eight engineers: coaching each individual, holding a consistent standard of performance, and owning the process, testing, tooling and infrastructure the team depends on. It is a people and systems leadership role rather than a technical leadership one. Product and the technical leads decide what gets built and how; the Engineering Manager owns the conditions that allow them to build it well and quickly. The postholder is one of four Engineering Managers in a Product, Design and Engineering department of around 40 to 50 people, which is growing and maturing quickly. There is considerable scope here to shape how engineering works across it.
Key Responsibilities:
Raise the performance bar with every hire and every promotion. Treat coaching as a core duty of the role, and upskilling as a standing remit: develop engineers through regular 1:1s, direct feedback, stretch assignments and explicit development plans, and grow technical leads as well as individual contributors.
