Engineering Manager

Engineering Manager

The opportunity

Lead assigned engineering teams and own their people, technical execution and product quality.You will turn product priorities into credible engineering commitments and develop robotic subsystems that work reliably together, from prototypes through validation, repeatable production and customer use.

This role combines direct people leadership with strong technical judgment. You will review difficult design decisions, build capable technical leads and ensure that engineering work improves performance, reliability and lifecycle cost. Bring depth in at least one discipline and the ability to lead across mechanical, electrical, embedded, controls and software interfaces.

How the role works with other teams

You own people, capability, technical execution and quality for assigned engineering teams. Product owns priorities and product requirements; system technical leads own system architecture and interfaces. The TPM owns integrated program execution. Operations owns procurement, manufacturing, deployment and service. Formal technical and safety approvals follow assigned company authority.

Key responsibilities

Leadership, technical decisions and productization

People leadership and engineering ownership

• Hire, coach and develop engineers and technical leads. Establish clear subsystem ownership, expectations and career paths; run regular feedback and performance reviews, address performance gaps, and build the capabilities required by the product roadmap.

• Develop technical leaders and effective delegation so the team can own increasingly complex work. Identify critical skill gaps, strengthen onboarding and knowledge sharing, and maintain a practical hiring and development plan.

Technical direction and system interfaces

• Own engineering decisions within your scope with architects and domain leads. Review alternatives using calculations, prototypes, simulation and test evidence; assess performance, reliability, safety implications and cost, and document the rationale for consequential trade-offs.

• Maintain clear mechanical, electrical, firmware, controls and software interface requirements with system technical leads. Address timing, data contracts, failure behavior and compatibility as applicable; promote common designs and reuse across variants while making exceptions and their costs explicit.

Productization and lifecycle cost

• Bring manufacturing, test and service needs into design reviews early. Evaluate assembly effort, testability, diagnostics, maintainability, supplier constraints and lifecycle cost alongside product performance; ensure design choices support repeatable production and field use.

• Own engineering readiness for prototype, validation and pilot-production builds. Ensure released designs, bills of materials, firmware and software versions, test procedures and technical documentation are coherent; work with suppliers and Operations to resolve build defects and qualify changes.

Verification and reliable operation

• Define risk-based verification with system and validation owners, tracing requirements and failure modes to tests. Cover representative parcel flows, fleet sizes, peak workloads, relevant communication or sensor faults, degraded operation and recovery; use results to expose system limits.

• Build reusable test capability through appropriate simulation, test rigs, hardware-in-the-loop and automated regression. Ensure reproducible results across supported configurations, and design in telemetry, logs, health checks and diagnostics that accelerate fault isolation in the lab and field.

Key responsibilities

Verification, release quality and field reliability

Release quality and corrective action

• Own the readiness recommendation for your engineering scope, including test evidence, critical defects, operating limits and configuration compatibility. Review change impact on deployed systems and recovery options; ensure safety-relevant changes receive required technical and safety approvals, including independent review where applicable.

• Lead significant defects through containment, root-cause analysis, corrective action and verification. Reproduce field failures, address gaps in requirements, design or tests, and check for recurrence. Feed reliability and operating data back into designs and engineering priorities.

Execution and engineering effectiveness

• Convert priorities into work packages, credible estimates and capacity-based commitments. Balance new development, reliability, technical debt and sustaining work with Product; provide theTPM with clear dependencies, risks and recovery options when plans change.

• Use a focused engineering scorecard to improve delivery predictability, validation effectiveness, release quality and field reliability. Work with Product,Systems, Quality and Operations to resolve bottlenecks, maintain useful documentation and turn improvements into repeatable engineering practices.

What you will deliver

• A capable engineering team with clear subsystem ownership, technical leadership and development plans.

• Credible engineering commitments and reviewed designs with documented technical trade-offs.

• Maintained interfaces, reusable tests and traceable release evidence for supported configurations.

• Verified corrective actions, effective diagnostics and engineering inputs for repeatable production and service.

First 90 days

Assess team capability, subsystem ownership, architecture interfaces, delivery commitments and major product risks. Establish a baseline for validation gaps and field reliability; agree hiring, development and engineering improvements with accountable owners.

Experience and capabilities

• Typically 12+ years of relevant engineering experience, including 4+ years of direct engineering people management. Technical scope and leadership results matter more than tenure alone.

• Evidence of delivering