Job Description

About the Team

The Subscriber Platforms team develops the core backend services for the New York Times’ digital and home delivery subscriptions that have enabled The New York Times to grow to over 8 million subscribers. 

We are currently engaged in several projects to break down monolithic applications  into a more mature distributed architecture. In doing so, we need an Engineering Manager with extensive experience in leading teams  that can build and operate distributed systems at scale. This role will report to Olivier De Meulder, Director of Engineering, Subscriber Platforms, and will help drive the group’s technical strategy. 

What You’ll Do

Iterate on processes such as onboarding, knowledge sharing, and pairing to ensure a growing team continues to have all the knowledge necessary to do their job effectively.

Coach, mentor, and give constructive feedback to help engineers grow in their professional careers.

Help establish and advocate for engineering best practices with an emphasis on operating an enterprise platform at scale.

Build relationships and work closely with product owners, project managers and other partners to ensure the team’s delivery.

Promote an inclusive team culture where engineers of diverse backgrounds can learn and grow.

Become a Subject Matter Expert in the subscriptions business domain (i.e. billing and payments + customer experience + subscription management)

Lead two teams / 8 to 10 engineers, who are building essential systems that are core to the mission of the New York Times.

You Have

3+ years Engineering Management experience and software development experience on platforms or backend systems.

Experience working with ecommerce, payments and / or subscription systems

Experience hiring, onboarding, and coaching new engineers as well as managing senior engineers.

Comfortable navigating change and leading teams through new initiatives and a changing business and technical landscape.

Ability to communicate highly technical concepts to non-technical partners and stakeholders.

Experience building and running high performance, high demand products or systems in a production environment.

Technical expertise necessary to manage senior and staff back-end engineers.

Culture

The New York Times is committed to a diverse and inclusive workforce, one that reflects the varied global community that we serve. Our journalism and the products we build in the service of that journalism greatly benefit from a range of perspectives that can only come from diversity across our ranks, at all levels of the organization. Our dedication to diversity and inclusion is the right thing to do, and it is also the smart thing for our business.

We have 11 employee-led groups for people who share identities and interests, ranging from the Arab Collective to Young Professionals. These groups help to build an inclusive community and host over 100 events a year.

We value transparency. Our processes reflect this. We share roadmaps, ideas, praise, constructive criticism, and generally over-communicate. When we have something to say to someone or ask of someone, we go and find them and say or ask them directly.

We clean up. We have seen firsthand the effects of sprawl, neglect, and things left unfinished. We finish, we clean up, we close the loop. We celebrate simplification and retiring the old.

We learn from failure. This means an open examination of what went wrong, through blameless post-mortems, five why’s, etc., and, whenever possible, failing to a state that a) works and b) defaults to availability for our users.

We value technical leadership equally to and alongside management. We use our technical professional tracks to identify the people that we have entrusted with technical leadership. These individuals are very important within our organization.

Our technical leaders also teach and mentor our team members. They are the key to us continuously improving our technical capability.

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