Engineering Manager

A day in the life

As Engineering Manager, your day could involve coaching an engineer, working through priorities with Product, helping a Lead Engineer resolve a technical dependency or giving stakeholders a clear view of delivery progress and risks.

You won’t be coding day-to-day, but you’ll stay close enough to the technology to ask the right questions and guide decisions about system health, code quality, reliability and technical debt.

You’ll help the teams improve how they plan, build and operate software, drawing on data and evolving tools-such as AI-assisted development-where they add value. Working in a highly regulated environment, you’ll balance innovation and delivery commitments with appropriate security, quality and compliance controls.

About the role

You'll be leading multiple engineering squads supporting the technology behind PEXA’s property lodgement and financial settlement services. Working closely with Lead Engineers and Product, you’ll translate business priorities into clear engineering plans and create the conditions for reliable, sustainable delivery.

These services operate in an environment shaped by multi-jurisdictional regulatory and product change. The role balances the delivery of regulatory and jurisdictional commitments with the reliability and continued evolution of established, business-critical services. You’ll also progress technology modernisation while maintaining the stability and performance of the existing platform.

Key capabilities:

• Experience leading, coaching and developing engineers across multiple squads
• Strong ownership of delivery in a complex product or platform environment
• A technical background with a sound understanding of software engineering, cloud or distributed systems, reliability and operational support
• Ability to partner effectively across Product, Design and Engineering, clearly communicating risks, dependencies and trade-offs
• Experience using data, delivery insights and evolving tools to improve engineering effectiveness and team performance

What success looks like (6-12 months):

• Build strong relationships across the squads, establish clear expectations and support the growth and engagement of engineers
• Strengthen delivery planning and improve visibility of progress, capacity, dependencies and risks
• Deliver regulatory and jurisdictional commitments while protecting the reliability and continued evolution of established, business-critical services
• Establish measurable improvements in system health, technical debt, engineering quality and operational risk
• Progress the technology-modernisation journey while balancing investment in the future with the ongoing needs and stability of the existing platform
• Build greater connection, consistency and accountability across distributed teams and delivery partners