Engineering Manager

About Zenskar:

Zenskar is an AI-native revenue automation platform built to handle real-world complexity.

It sits between your CRM and ERP automating everything in between: billing, revenue recognition, collections, usage metering, and analytics. Across any pricing model, any entity structure, any currency.

Our vision: Zero-Touch Finance. Agents execute. Humans supervise. Finance teams set the rules. Zenskar runs them.

Founded by Apurv Bansal and Saurabh Agarwal, second-time founders whose previous startups were acquired by Snapdeal and Gaana. The team brings experience from Google, Deutsche Bank, Elevation Capital, IIT Bombay, IIT Delhi, and Harvard Business School.

We have 5x'd revenue in the past year. We are default alive.

Funding:

We raised 15M in Series A funding in April 2026, led by Susquehanna Venture Capital, Bessemer Venture Partners, Shine Capital, and Rho, with participation from Rocketship, J-Ventures, Future Back Ventures by Bain & Company, and Converge.

The funding is being used to expand our Agents Marketplace and scale operations, not headcount.

The Problem We're Solving:

Finance teams aren't struggling because they lack AI tools. They're struggling because the systems underneath those tools were built for a simpler world. These systems label real-world complexity as edge cases and force teams into costly, error-prone workarounds: revenue leakage, delayed collections, audit risk, and finance teams buried in grunt work.

Bolting AI onto these broken foundations is as good as a Ferrari engine on a horse-drawn carriage. Zenskar is purpose-built from the ground up: the architecture handles complexity natively, so AI actually works.

It combines foundational flexibility + deterministic calculation + purpose-built AI agents to deliver end-to-end automation across the order-to-cash cycle - without workarounds, without engineering tickets.

The B2B billing and revenue automation market is 2B today, projected to reach 10B by 2030.

About the role:

Billing looks simple until it isn't. Usage-based pricing with committed minimums, quarterly true-ups, mid-cycle plan changes with prorated credits across currencies, revenue recognition that has to survive an ASC 606 audit. Every edge case creates two more, and correct depends on contract language written by lawyers who've never seen a database schema.

We're past product-market fit. Customers are live, running real money and real contracts through the system. Now comes the harder part: scaling without breaking what works, where early architectural decisions compound and hiring mistakes are expensive.

The EM owns the system that produces the work. You're accountable for whether it lands, on time, at sustainable quality, with people getting better, not for whether any one project ships. This role fails when a date slips in September and nobody saw it coming.

You'll manage a team of 10+ engineers. Writing production code day to day is explicitly not part of the job, but you haven't lost your technical range: most weeks you're framing an approach and reviewing low-level design, not inventing new architecture from scratch, but you can still originate one from ambiguity when the problem genuinely calls for it.

What you'll do:

- Decompose, size, and track delivery with real numbers, and call a slip early, before it's a surprise. Descope or kill something deliberately to protect a date when that's the right call

- Install process where none exists, alerting, error budgets, escape-rate tracking, estimation discipline, and get the team to actually adopt it, not just tolerate it

- Frame the right approach to ambiguous, underspecified problems: find the smallest real version, decide what's worth building for one customer versus a category, and name what you're deliberately not building

- Partner with Product to resolve in/out debates without steamrolling the roadmap or caving to it

- Manage a 10+ engineer team through the full range: a bored high performer, an under performer you have to move to a real decision, and everything in between

- Own a hiring bar without owning headcount, and hold it under real pressure to fill a seat

- Critique a design and catch the failure mode that's missing. At the top of the bar, originate the high-level shape yourself and take it down to interfaces, data model, and API contracts

- Lead your team through real production incidents: own the customer-facing response, run a postmortem that actually changes something

- Work with Support, Design, and Compliance/Finance, whose incentives genuinely differ from engineering's, and get real buy-in from them

- Manage up: deliver an uncomfortable truth to leadership, negotiate headcount or timeline under pressure, without capitulating or getting steamrolled

- Build a team people actually choose to stay on, through concrete practices, not a values poster

- Stay current on the industry through real people and sources, and tie a recent shift to a decision you actually changed

Who you are:

- 10+ years of engineering experience, including 3+ years managing a team of 10 or more engineers directly

- A track record of calling delivery slips early, with real numbers, and protecting a date by cutting scope on purpose

- Have introduced a process that didn't exist before you, and gotten a team to actually follow it past the first week

- Default to first principles when there's no documented solution, and don't need a fully scoped problem to start working

- Have managed both a high performer at risk of drifting and an underperformer through to a real decision

- Have a stated hiring principle you've held under pressure to fill a seat, even when it cost you a candidate

- Enough technical range to critique a design and catch what's missing, and to originate a high-level shape yourself and take it to a correct low-level design when the problem calls for it, even though that's not your day-to-day

- Have led a team through a real production incident and owned the customer-facing response

- Have gotten real buy-in from a function whose incentives didn't naturally align with engineering's

- Have pushed back on your own manager's decision, or delivered a hard truth upward, and can walk through what actually happened

- Have built or maintained a concrete practice that made your team safer to speak up, and can point to evidence it worked

Location:

- Hybrid - 2 days per week

- Office Location: Indiranagar, Bengaluru.

- Address: 3rd Floor, A wing No 1, Carlton Towers, HAL Old Airport Rd, HAL 2nd Stage, Indiranagar, Bengaluru, Karnataka 560008.

Skills

IT Product Development, Technical Architect