Director, Engineering (Enterprise)

You think in terms of governance, not just features. You understand that identity, access control, audit, and policy aren't compliance checkboxes - they're the trust infrastructure that determines whether enterprises can safely let AI act on their systems. You've built or led systems where getting this wrong has real consequences, and you bring that judgment to every product and architecture decision.

You raise the bar on reliability as you scale. You've built strong service ownership models, clear on-call practices, and durable quality bars in fast-growing engineering organizations. You treat reliability and operational excellence as a competitive advantage rather than an afterthought, and you know how to instill that discipline in a team that's scaling quickly.

You set technical direction - you don't just execute someone else's. You partner deeply with Product and Design as peers and shape strategy together, but you bring a strong, independent engineering point of view to that partnership. You're comfortable being the person who pushes back on a roadmap when the technical or operational reality demands it.

You've scaled engineering organizations through structural change. You've led teams of managers and technical leads through real organizational transitions, not just steady-state growth - shifting operating models, redefining ownership, or integrating new ways of working. You know how to bring a team through ambiguity without losing their trust or their output.

You are deeply customer- and stakeholder-oriented. You've worked directly with sales, customer success, and enterprise customers to understand what "enterprise-ready" actually means in practice, and you've made the tradeoffs between enterprise scale and delivery speed. You're a credible, responsive partner to go-to-market teams without letting reactive asks crowd out foundational work.

You've driven engineering quality and velocity with data. You've established data-driven approaches to measuring delivery, reliability, and quality, and used them to make real investment tradeoffs rather than to produce a dashboard. You have a point of view on balancing reactive/KTLO work against proactive investment, with mechanisms to keep that balance honest.

This organization spans identity and access management, audit and compliance infrastructure, admin and asset management tooling, AI/agent governance, and enterprise customer-facing engineering.

Define and drive the strategy and roadmap for Zapier's Enterprise Governance bet, in partnership with Product and Design leaders and connected explicitly to Zapier's company-wide agent strategy

Own the org’s technical point of view on identity, access, audit, and policy, and defend it in cross-functional and executive settings

Make the staffing and investment trade-off calls across initiatives that no single initiative or team can make for itself

Own the technical roadmap for the systems that let enterprises govern AI acting on their behalf: identity and permissions for agents, audit trails for actions, and policy controls that scale beyond human-only usage

Define what safe, accountable AI-native engineering practice looks like for your own teams - code review, on-call ownership, quality bars for agent-authored work

Identify and implement AI-powered tooling that accelerates your teams' own delivery velocity and quality

Be accountable for the reliability of Zapier's identity, audit, and admin infrastructure, including the Tier-1 services enterprise customers depend on most

Build bench strength and resilience across critical systems as the team and its scope continue to grow

Step in during major incidents, coordinating cross-functional resources and setting stakeholder expectations when severity demands senior leadership involvement

Partner directly with Sales, Customer Success, and enterprise customers to translate real deal and support needs into a defensible engineering roadmap

Take ownership by default on cross-org technical initiatives touching identity and governance - including new shared infrastructure being built with adjacent orgs - rather than waiting to be assigned

Build on and further develop the strong enterprise engineering organization

Ensure managers and ICs have clear growth paths and the feedback they need to improve; develop the next generation of engineering leaders

Own the output and outcomes of your teams and the systems they own