Engineering Manager

Job Description:

Building the Team

Own the India hiring plan end to end: define the bar, run the funnel, and close senior engineers against a competitive market and an aggressive ramp.

Lead technical interviews personally and make the final call. You are the lock-in decision on every engineering hire.

Design each roles interview loop to test what the job actually needs - depth on a real stack, judgment under ambiguity - not trivia.

Represent the IG Labs engineering brand externally. Senior engineers join teams, not job postings, and you are the reason they take the call.

People, Performance & Growth

Line-manage the whole India team - FDE (AI/ML), Data, UI/UX, and Technical/Field engineers, and the TPMs - as their single manager.

Own the full performance cycle: goal setting, continuous feedback, reviews, calibration, and compensation input.

Give hard feedback early and specifically. A surprise at review time is a management failure, not a performance one.

Grow the next layer of leadership deliberately, and act decisively - clearly and humanely - when someone is not working out.

Staffing the PODs

Own allocation across engagements: who goes on which POD, at what depth, and for how long.

Run capacity planning against the pipeline and give the Director – Engineering an honest read on what we can staff and what we cannot.

Manage bench health deliberately: keep unassigned time on Factory IP, accelerators, and skill development rather than idle.

Balance client commitment, engineer growth, and utilization - and flag staffing risk to Engagement Leads and TPMs with options before it becomes delivery risk.

Engineering Standards & Quality

Set and hold the engineering bar across the India org: code quality, design review, testing, documentation, and offshore handoff discipline.

Partner with the Technical Architect so the standards the TA sets are the standards the team actually works to, and escalate when they are not.

Review designs and technical decisions where the stakes justify it, without taking the decision away from the engineer who owns it.

Making Capability & IP Real

Make Factory IP contribution a managed outcome: it appears in goals, in reviews, and on the calendar, or it does not happen.

Work with the Technical Architect and Senior TPM to ensure IP capture commitments made at kickoff are still funded at engagement close.

Track Reuse Index at the org level, and run the forums - design reviews, guilds - where PODs learn from each other instead of solving the same problem twice.

Leadership & Stakeholder Partnership

Serve as the primary engineering point of contact in India for the Director – Engineering and the US leadership team.

Report proactively on team health, capacity, hiring progress, attrition risk, and delivery quality - before you are asked.

Partner with Engagement Leads on staffing new pursuits, with defensible input on what a team of this shape can realistically commit to.

WHAT THIS ROLE IS NOT (AND WHAT IT HONESTLY IS)

Not a TPM. The TPM owns the plan and the client’s execution cadence inside one or two engagements, and reports to you. You own the engineers across all of them, and you do not carry an engagement plan yourself.

Not a Technical Architect. The TA sets architecture and standards. You make sure the team can meet them, and you hold people accountable when they do not.

Not a resourcing coordinator. You are not filling slots on a spreadsheet - you judge who is ready for what, and carry the consequences when you are wrong.