Software Engineering Manager — Funded Development

Key Responsibilities

• Delivery & stakeholder ownership — Own end-to-end delivery of customer-funded projects across multiple concurrent engagements. Run the daily cadence (standups, sprint reviews, hand-offs) and act as the primary engineering point of contact for Product and Project Management on requirements, estimation, capacity planning, project tracking, CR workflows, and risk. Surface schedule and scope of risk early with credible mitigations, and provide honest, timely status to Client Services, Sales, Platform, Release Engineering, and senior leadership.
• Hands-on technical leadership & design — Stay close to one or more components across the TT platform (Order Routing, Market Data, Risk, FIX services, trading UI). Author tech design documents for non-trivial customer-funded features and review designs produced by the team — ensuring correctness, performance, blast radius on shared components, rollout / rollback, observability, and long-term supportability. Set the quality bar through architecture, design, and code reviews in modern C++, and be the escalation-of-last-resort on hard issues.
• Cross-component versatility & engineering excellence — Deliver across a broad surface — Order Routing, Market Data, Risk, FIX services, and trading UI enhancements — as customer commitments evolve. Drive engineering best practices across the POD: modern C++ standards, multithreading and concurrency correctness, performance tuning, automated testing, and CI hygiene. Treat customer-funded work as first-class product code, not throwaway one-offs, and build a POD that can flex across components without becoming shallow on any of them.
• AI-assisted engineering — Champion the adoption of AI coding assistants and agentic tooling (e.g., Claude Code, Copilot, and internal AI tooling) across the POD to accelerate delivery, code review, test authoring, design exploration, and production diagnostics. Set the bar for responsible use — quality, security, IP protection, and human accountability for shipped code — and share patterns that work back into the wider engineering org.
• SE + SQE leadership — Lead a cross-functional POD of Software Engineers and Software Quality Engineers. Foster a shared ownership model where quality is designed in, not bolted on, and where SQEs are equal partners in scoping, automation, and release readiness.
• People management & culture — Line-manage the POD: 1:1s, feedback, growth plans, hiring, and calibration. Build a fair, sustainable delivery culture that can absorb context switching and shifting priorities without burning people out or letting quality slip.