About Airlift:
Airlift is building the rails of commerce in the developing world. We view quick commerce as a platform for self-empowerment, one that helps build agency for various stakeholders, including drivers, suppliers and customers. 


In the first 12-18 months, Airlift has secured $110m+ USD in venture financing and has scaled the business to multiple tens of thousands of daily customers. We are backed by First Round Capital, a premier venture capital firm based in San Francisco (known for its seed stage investment in Uber, Square and other billion-dollar enterprises).

 

About the Role:
The Engineering Manager (EM) role is a combination of technical, delivery and people management. The core function involves responsibility for creating, developing and mentoring teams to train them to build high-quality, scalable deployments and deliver these at top-speed. This is a highly empowered role at the crossroads of a technical architect and a mentor. Effective engineering managers possess skills in several diverse areas, each of which can be distilled down to five core pillars: Vision, Communications, People, Execution, and Technology. The foundation for the pillars is the company culture and values.

Vision and Strategy: 
The Engineering Manager must facilitate defining the vision and strategy for the team, technologies and projects, leading the focus and success of the team.

Communication
Engineering Managers must be effective in communicating the vision and strategy to their teams and partners. By sharing context with team members, managers can empower their teams to prioritize appropriately and can avoid controlling and micromanaging their team’s activities. EMs are expected to excel in downward, upward and sideway communications:

  1. Reinforce the bigger picture for their teams,
  2. Communicate ideas from front lines to management,
  3. Drive change across the organization.

People Management:
Engineering managers must have high emotional intelligence (EQ) and excel in building and maintaining effective technical teams, as well as healthy culture. Some of the key people management skills required include:

  • Ensuring psychological safety: creating an inclusive and collaborative environment in which all team members feel safe to ask questions, challenge ideas, and take risks.
  • Emotional intelligence: having a good handle on motivation, empathy and strong inter-personal skills.
  • Building culture: managers lead the engineering culture and value system for Airlift. Setting the right examples, engaging in value-based coaching, following principles first are crucial drivers for success.
  • Building, inspiring & retaining high-impact teams: an EM would recruit people who significantly impact the organization or business and would be outstanding at evaluating current and future team members. They would also be responsible for career development, discuss performance and provide regular candid feedback. Cultivating leadership and helping grow people from within the teams would be imperative for this role.

Execution:

People managers empower their teams to deliver business value via effective and efficient execution. Some of the key management skills required to be excellent at execution include:

  • Prioritization: interact with product teams, review the roadmaps and determine the important versus the purely urgent, and effectively prioritize work based on long-term value to the business.
  • Delivery with optimum staffing and quality: break product requirements down to the ticket level executable units. Organize work for the team to provide consistent timelines with quality. Drive outcomes, assess risk, track and communicate progress effectively. Ensures that their team is appropriately staffed to execute on plans while avoiding burnout. Works with partners to align on priorities and schedules work accordingly.
  • Accountability: create a culture of clear accountability and to hold themselves, their teams and their partners accountable for commitments and actions.

 

Technology:

Engineering Managers have a strong development background, it is highly desired that the EM is able to jump into the code. Engineering Managers have the technical expertise to act as credible advisors to their team. They encourage independent decision-making by team members, so a credible advisor asks challenging questions and provides technical feedback to help influence great decisions. Over time, as teams grow, a manager is not expected to contribute directly to solutions, instead, to guide solutions to align with the strategic vision.

 

Some of the key technical skills needed by managers include:

  • Innovation: an ideal candidate would retain relevance in the field and would be aware-of and assesses-how technical trends impact the team’s mission. 
  • Psychological safety: this would be a role built on trust, where every member of the team can discuss their ideas without judgement.
  • Domain expertise: the EM would be expected to have sufficient depth in the team’s domain across the entire SDLC to be able to influence technical decisions and judgements, facilitate technical discussions and provide critical technical feedback.
  • Technical evaluation: the EM should ideally have sufficient experience and ability to hire and evaluate the work and skills of engineers on their team and partner teams.

 

What We Offer:

  • The opportunity to work alongside an exceptionally talented team,
  • An exciting and fast-paced business directly impacting Pakistan's economic landscape,
  • A high-impact role in an area that is of crucial significance for the business,
  • High levels of autonomy in day-to-day responsibilities and deliverables,
  • Competitive remuneration and a highly flexible work environment,
  • A meritocratic and rewarding culture built around core values of teamwork, growth, execution, and appreciation.

 

Just So You Know
Airlift is an Equal Opportunity Employer and strictly prohibits discrimination of any kind. We believe that great ideas can come from anywhere. We are committed to building the best team possible and all employment decisions are based on business needs, job requirements and individual potential and qualifications, without regard to race, color, age, religion, socioeconomic status, orientation, gender identity, national origin or disability.


The Airlift team is diverse -- we welcome and learn from different individual experiences and points of view that our teammates bring to the table. We're excited to have you inspired us with yours!

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