Senior Engineering Manager, Enablement

Lead the Engineering Enablement team strategy: define the highest-leverage opportunities to improve developer velocity, quality, and engineering effectiveness. Own the team's roadmap and execution: make priorities clear, drive decisions to closure, and ensure the team is delivering against meaningful outcomes. Build and improve the tools, workflows, and platform capabilities that help engineers develop, test, validate, and ship software more effectively.

Treat internal platform work as a product: understand user needs, shape the right solutions, drive adoption, and measure success through velocity and quality improvements. Advance the team's AI-native bets: make Hinge's codebase and systems operable by agents, and build the validation infrastructure that lets faster development translate into faster, safe product impact.

Raise the technical bar on the team through strong engineering judgment, clear standards, and credible involvement in architecture and design discussions. Grow and manage the engineers on the team, including coaching, performance management, hiring, and development of future technical and people leaders. Partner across Platform and with product engineering leaders to make shared work legible, coordinated, and effective.

Represent Engineering Enablement clearly to the broader engineering organization: what it owns, what it enables, and how teams should engage with it. A track record of leading engineering teams, or equivalent experience driving execution and technical direction as a senior technical leader. Strong product instincts for internal platforms, with a clear focus on user value, adoption, and measurable outcomes.

Experience improving developer workflows, engineering productivity, quality systems, build and release processes, or related platform capabilities. Strong technical depth across some combination of developer tooling, CI/CD, distributed systems, async and event-driven systems (streaming, workflow orchestration, queues), testing, or engineering productivity infrastructure.

The ability to balance near-term delivery with longer-term platform investment and technical quality. Strong people leadership, including direct feedback, coaching, performance management, and development of engineers at different levels. Comfort working across team boundaries and driving progress through partnership, clarity, and influence.

A practical, outcome-oriented mindset and a bias toward making engineers more effective through simple, durable solutions.