Head of Engineering & Delivery

We are building a delivery model that does not have a clean precedent. AI is not a productivity tool bolted onto how we already work - it changes what the team looks like, how fast things move, and what "done" means. We are working that out as we go, and this role is central to it.

Concretely, the Head of Engineering & Delivery is responsible for three things:

• -Building the team. Getting the right people in, with the right capability across our delivery clusters. Hiring well, onboarding properly, keeping them.
• -Making delivery work. CI/CD, quality gates, security controls, SRE practice - not as aspiration, as operating reality. The engineering discipline that means we can move fast without things breaking in production.
• -Running the operating model. The SLT rhythm, leadership charters, how decisions get made, how the team knows what it is doing and why. This should not depend on the CEO to hold together.

You have built something from close to nothing before. Not managed an established team, but actually put one together - hired people, set standards, and made them stick when there was no existing culture to rely on.

Your background is probably in engineering leadership, security, infrastructure, or SI delivery. We care less about the specific discipline than about how you think. You should be technically credible enough that the engineers respect your judgement, and calm enough under pressure that you do not create noise when things get complicated.

On the technical side, you need to be genuinely comfortable in the stack. That means you understand how CI/CD pipelines actually break, why security gates fail silently, what good observability looks like versus what looks good on a slide. You have opinions about DevSecOps practice that are grounded in having done it, not having read about it. You know what an SRE function needs to be useful rather than ceremonial. You do not need to be the best engineer in the room - but you need to be able to tell when the engineers in the room are cutting corners.

On AI: we are not looking for someone who has already run an AI-native delivery model, because that person does not exist yet. We are looking for someone who finds the idea genuinely interesting rather than vaguely threatening - who will engage with it seriously and help us figure out what good looks like. The delivery model is changing. The constraint is shifting from building to reviewing and deciding. You need to be able to lead in that environment, which is different from leading a traditional sprint team.

A few things that matter to us:

• -You default to simple. The impulse to add process, add tooling, add ceremony - you resist it unless there is a clear reason.
• -You are comfortable with ambiguity at the edges but intolerant of ambiguity in ownership. You want to know what you are responsible for, and you hold others to the same standard.
• -You have strong instincts on quality gates and know the difference between a gate that protects and one that just slows things down.
• -You are comfortable working across cultures and time zones without making it a production.
• -You have been in rooms with senior stakeholders and not wilted. You do not need to impress them; you just need to be credible.

This is a stretch role. We know that. We are not looking for someone who already has the answer - we are looking for someone who will work hard to find it.