Engineering Manager

About CloudBees

CloudBees helps organizations build, run, and govern software factories, giving enterprises the confidence to ship software better, faster, and safer.

Writing code is no longer the bottleneck. Governing what reaches production and validating its impact is. As enterprises adopt agentic coding, software is created faster than most teams can review, secure, and validate. Without consistent governance, organizations risk shipping code they cannot explain, audit, or trust.

CloudBees addresses this challenge without asking teams to replace the tools they already use. Across every toolchain a customer runs, CloudBees makes each change, human or AI, visible, auditable, and accountable before it reaches production. CloudBees Unify is the product behind this: a governance layer, with context and control-plane capabilities, that enforces consistent policy and evidence across every tool, team, and workflow.

Founded in 2010, CloudBees is backed by Goldman Sachs, Morgan Stanley, Bridgepoint Capital, HSBC, Golub Capital, Delta-v Capital, Matrix Partners, and Lightspeed Venture Partners.

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About the team

CloudBees builds CloudBees Unify, a governed software delivery platform spanning CI/CD, release orchestration, and feature management. Feature Management is the capability that lets teams ship code with a feature turned off, roll it out gradually, and kill it instantly if something breaks, no redeploy needed.

This team is moving into a new org, and that's where you come in.

You'd inherit a team spread across three continents and about ten time zones, and likely pick up one or two additional small teams alongside it. The team includes engineers who do not need you to tell them how to write code. What they need is someone who clears the path between them and shipping and treats "I don't know, let me find out" as a perfectly good answer in a 1:1.

This is the role today. If you do it well, there's room to take on more.

What you'll do

• Own delivery and team health for Feature Management
• Steer decisions with questions, then let your engineers own the architecture. If you're the one drawing the boxes, something's gone wrong
• Give feedback in the moment, not in a surprise essay once a year
• Hire, grow, and have the hard conversations when someone isn't where they need to be
• Cut process that exists because someone was once scared
• Use AI agents to run your own job faster: pull together who's on PTO next week, the lead time of your team's PRs, what ticket needs attention, what shipped and what it broke, instead of digging through five tools by hand

Not write code. Not approve every PR. Not sit in on every incident call because you don't trust the on-call rotation.