{"id":2612850,"url":"https://alion.io/job/ai2io-manager-software-engineering","title":"Manager, Software Engineering","company":{"id":4434527,"name":"ai2io","domain":"ai2io.co","url":"https://alion.io/company/ai2io","size_band":null,"is_staffing_agency":false,"employer_type":"direct","is_intermediary":false,"listed_via":null,"ats_vendor":null,"truth_index":null},"role":"Management","role_family":"Management","seniority":"lead","employment_type":"full_time","work_mode":"remote","remote_scope":"stated_countries","remote_scope_basis":"posting_text","remote_working_hours":null,"hiring_geo_confidence":"inferred","locations":[],"countries":[],"hiring_countries":["US"],"hiring_countries_total":1,"salary":{"min":120750,"max":148313,"currency":"USD","period":"year","gross":null,"usd_annual":148313},"salary_estimate":null,"experience_years_min":8,"visa_sponsorship":false,"relocation_package":false,"has_equity":false,"technologies":[{"name":"Agile","optional":false},{"name":"ASP.NET Core","optional":false},{"name":"Azure","optional":false},{"name":"Azure DevOps","optional":false},{"name":"Blazor","optional":false},{"name":"C#","optional":false},{"name":"SQL","optional":false}],"status":"live","first_seen_at":"2026-10-15T08:26:31Z","employer_posted_date":null,"last_verified_at":"2026-10-15T08:26:31Z","board_verified":false,"closed_at":null,"days_open":8,"trust":{"level":"not_scored","repost_count":null,"flags":[],"days_open":8},"description":"AI2IO helps organizations navigate the complex landscape of technology solutions, from foundational IT services and system support to advanced software integration, automation, and cutting-edge AI implementations. Our expertise spans IT infrastructure management, custom software development, seamless system integrations, and optimization of low-code business automation, empowering clients to maximize their existing technology investments.\n\nJoin us and be part of a team where your voice matters, your work makes an impact, and your growth is a shared priority.\n\nPosition Title: Manager, Software Engineering \n\nPosition Location: Remote - work virtually from anywhere in the United States \n\nJob Summary\n\n AI2IO is seeking a Manager, Software Engineering to lead engineers, strengthen team capability, and create the organizational conditions required for sustainable software delivery. This is a formal people-management role with accountability for performance, development, staffing, workforce planning, team effectiveness, hiring, onboarding, retention, and the management systems that support a growing engineering organization.\n\nThe Manager partners closely with Software Engineer Technical Leads, Architects, Project Managers, Product Owners, and the Director, Software Engineering. Technical Leads retain team-level technical direction, Architects retain cross-team platform authority, and Project Managers retain integrated delivery coordination. The Manager brings sufficient technical depth to understand risk and ask informed questions while focusing primarily on people, capacity, organizational support, management escalation, and the environment in which engineering teams perform. \n\nEssential Functions\n\nThis role progresses from complete ownership of people leadership and the delivery environment for assigned teams toward broader organizational effectiveness, management-system adoption, leadership-pipeline development, and readiness for larger engineering-organization scope. \n\nLead and Develop Engineers\n\nServe as the formal manager for assigned engineers through regular one-on-ones, clear role expectations, timely feedback, performance reviews, professional-development planning, and credible support for each direct report. \n\nProvide recognition and developmental feedback throughout the year rather than relying on formal review cycles. \n\nAddress sustained performance concerns through clear expectations, documented feedback, support plans, follow-through, and appropriate organizational processes. \n\nConnect individual goals to meaningful assignments, coaching, learning opportunities, mentoring, and increasing ownership without promising advancement before readiness is demonstrated. \n\nHelp employees understand individual-contributor and management career paths, including the different skills, responsibilities, and accountability models each requires. \n\nBuild Team Capability and Leadership Depth\n\nIdentify recurring skill gaps and coordinate learning, pairing, role assignments, mentoring, or hiring plans that strengthen team capability. \n\nDevelop potential future Technical Leads and Managers through carefully scoped assignments, clear feedback, and partnership with current leaders. \n\nReduce key-person and leadership-continuity risk through documented ownership, distributed capability, and credible succession options. \n\nCreate opportunities for other leaders to operate independently while maintaining appropriate review, support, and accountability. \n\nEnsure career discussions distinguish sustained next-role readiness from tenure, aspiration, isolated success, or temporary stretch performance. Own the Sustainable Delivery Environment \n\nEnsure assigned teams have sufficient staffing, capability, role clarity, decision pathways, tools, and organizational support for committed work. \n\nPartner with Technical Leads and Project Managers to understand delivery health, technical risk, dependencies, capacity limitations, and recovery needs without replacing technical or project-management ownership. \n\nEnsure material delivery problems receive appropriate management intervention, including staffing changes, priority escalation, cross-team negotiation, or leadership decisions. \n\nReview recurring delays, incidents, rework, quality concerns, and support burdens to identify organizational, staffing, or capability improvements.\n\nProtect teams from sustained overload and repeated commitment patterns that are not compatible with available capacity. \n\nMaintain Clear Leadership Boundaries \n\nPartner with Technical Leads, who own technical feasibility, estimates, dependencies, execution health, engineering standards, and team-level technical direction. \n\nPartner with Architects, who own cross-team platform architecture and organizational technical standards. • Partner with Project Managers, who own the integrated schedule, formal stakeholder communication, scope coordination, project governance, and overall delivery process. \n\nPartner with Product Owners and Business Analysts while preserving their authority for product direction, priorities, requirements, and analysis practices. \n\nEscalate unresolved capacity, staffing, conduct, performance, organizational, or cross-team issues through the appropriate leadership path with evidence and recommended options. \n\nSupport Candid, Respectful Team Practices \n\nEstablish team practices that support candid discussion of risks, uncertainty, mistakes, technical disagreements, workload concerns, and alternative viewpoints without retaliation or individual blame. \n\nRespond to observable indicators such as unresolved conflict, sustained workload imbalance, recurring escalation failures, avoidable attrition concerns, or reluctance to raise delivery problems. \n\nAddress interpersonal, performance, conduct, or employee-relations concerns through appropriate management and people-process channels rather than delegating formal people accountability to Technical Leads. \n\nCreate dependable communication rhythms so employees understand priorities, organizational changes, decisions, and available support. \n\nMaintain appropriate confidentiality while ensuring leaders receive the information required to address material organizational risk. \n\nPlan Workforce, Capacity, and Succession\n\nMaintain a current view of capacity, critical skills, experience distribution, succession risk, key-person dependencies, and anticipated staffing needs. \n\nDevelop hiring and internal-development plans that address capability gaps rather than treating every vacancy as a direct replacement. \n\nIdentify succession options for critical responsibilities and create development opportunities that reduce knowledge and leadership continuity risk. \n\nProvide evidence-based staffing, role-design, and capacity recommendations to the Director, Software Engineering. \n\nCoordinate temporary staffing or responsibility changes transparently when organizational needs require coverage across teams. \n\nLead Hiring, Selection, and Onboarding \n\nPartner with the Director on workforce planning and hiring by defining capability needs, role requirements, interview plans, evaluation criteria, and recommended hiring priorities. \n\nLead structured and equitable selection processes, calibrate interviewers, document evidence, and make clear candidate recommendations within assigned authority. \n\nOwn consistent onboarding expectations, including role clarity, access, relationships, learning objectives, 30/60/90-day plans, and regular ramp check-ins. \n\nEvaluate onboarding effectiveness through observable independence, role understanding, delivery contribution, and feedback, then improve the process based on evidence. \n\nIdentify retention risks early and coordinate appropriate responses with the Director and organizational partners. Improve Management Systems and Organizational Effectiveness \n\nLead adoption of improved performance-management, career-development, hiring, onboarding, workforce planning, and team-operating practices. \n\nDefine the transition, communication, management enablement, governance, and success measures required for major practice changes. \n\nEvaluate whether adopted practices improve clarity, fairness, staffing effectiveness, internal growth, leadership continuity, and organizational sustainability. \n\nIdentify patterns spanning multiple engineering teams and coordinate improvements with peer Managers, Technical Leads, Architects, Project Managers, Product Owners, and the Director. \n\nImprove role clarity, escalation pathways, shared staffing practices, cross-team resource coordination, and management consistency. \n\nSimplify or retire management practices that add effort without producing useful decisions, employee support, or organizational outcomes. \n\nContribute to Strategic People Leadership \n\nPartner with the Director and organizational partners on hiring strategy, compensation planning, career frameworks, workforce design, culture programs, and organizational change. \n\nTranslate organizational priorities into team capability, staffing, development, communication, and operating plans. \n\nAdvise leadership on the people and organizational implications of delivery commitments, technical investments, reorganizations, or capability changes. \n\nRepresent team capacity, capability, succession, and organizational risks in department planning with concise evidence and decision-ready recommendations. \n\nMaintain responsible stewardship of confidential employee and organizational information. \n\nGrow Toward Broader Organizational Leadership \n\nDemonstrate effective leadership across multiple teams or a substantial engineering area rather than only one assigned team. \n\nDevelop other Managers and Technical Leads and sustain outcomes through those leaders rather than direct personal involvement in routine team decisions. \n\nExpand ownership of workforce, succession, organizational design, management systems, and department level capability planning. \n\nTranslate organizational strategy into staffing, operating, investment, capability, and leadership-development plans. \n\nDemonstrate sustained judgment in balancing employee needs, delivery outcomes, technical capability, organizational risk, and business priorities. \n\nPerforms Other Related Duties as Assigned\n\nWhat Success Looks Like \n\nDirect reports understand their role expectations, receive timely feedback, and have credible development plans. \n\nPerformance concerns, recognition, and growth opportunities are addressed promptly rather than deferred to formal review cycles. \n\nTechnical Leads retain clear technical authority and receive effective management partnership. \n\nTeams have sufficient staffing, capability, role clarity, and organizational support to deliver sustainably. \n\nDelivery, workload, retention, capability, and succession risks are visible early and addressed with clear ownership. \n\nHiring decisions reflect documented capability needs and structured evaluation, and new employees receive consistent onboarding support. \n\nManagement practices are applied consistently across comparable roles and teams. \n\nThe engineering organization sustains delivery during leadership absences because ownership, decision paths, and critical knowledge are distributed.\n\nPosition Requirements \n\nDemonstrated experience managing performance, providing difficult feedback, recognizing strong contribution, developing talent, and applying fair career expectations. \n\nExperience conducting performance reviews, promotion assessments, career calibration, and documented performance-improvement processes. \n\nDemonstrated ability to build healthy, capable software teams while preserving clear authority for Technical Leads, Architects, Product Owners, and Project Managers. \n\nExperience with workforce planning, capacity planning, skill-gap assessment, succession planning, and evidence-based staffing recommendations. \n\nExperience defining roles, conducting structured interviews, selecting candidates, and improving onbo...","description_format":"text","description_chars":17082,"description_truncated":true,"requirements":{"experience_years_min":8,"management_years_min":null,"team_size_min":null,"manages_managers":false,"education":null,"security_clearance":false,"languages":[]},"benefits":["401k plan","Growth opportunities","Insurance coverage","Life insurance","Parental leave","Professional development"],"hiring_locations":[{"name":"United States","iso":"US","kind":"country"},{"name":"Illinois","iso":null,"kind":"city"},{"name":"Washington","iso":null,"kind":"city"},{"name":"New York","iso":null,"kind":"city"},{"name":"District of 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