Engineering Manager

Red Ventures is a global portfolio of high-growth companies, including The Points Guy, which is transforming from a media business into a consumer product company. The Engineering Manager will lead a team of engineers, own delivery and execution, develop people, coordinate with cross-functional stakeholders, maintain technical alignment, and integrate AI-assisted development into daily workflows.

Responsibilities:

• Own delivery and daily execution for your team, translating product and business goals into scoped, sequenced work
• Hire, develop, and manage a team of 5-8 engineers spanning junior to senior, matching people to work based on skill, growth goals, and priority
• Run the full performance cycle for your team: regular feedback, reviews, and career development conversations that actually move people forward
• Drive the process changes that improve your team's velocity, estimation, and quality, and hold the line on the engineering bar day to day
• Act as the default liaison between your team and product, design, and business stakeholders, scoping risk and trade-offs on new work before it starts
• Partner with other Engineering Managers and the Principal Engineer to keep technical direction coherent across teams
• Push AI-assisted development into your team's daily workflow, not as an experiment but as how the work gets done
• Create a psychologically safe environment where engineers do their best work and tell you the truth about what's not working

Requirements:

• Experience leading a team of engineers through delivery, ideally on consumer-facing products at some scale
• A track record of developing people: engineers who worked for you got promoted, got better, or both
• Hands-on technical credibility. You don't need to write production code every week, but you can go deep enough in design reviews and technical conversations to be a real partner to your team and to the Principal Engineer, not just a scheduler of their work
• Comfort owning outcomes you don't fully control: you're accountable for your team's delivery and morale even when the ask changes under you
• Sufficient to evaluate technical trade-offs and coach engineers through them
• A bias toward direct, specific feedback over vague encouragement, and the follow-through to make change stick