IT Engineering Operations Lead

We are NOT currently open to US candidates... Global candidates only.

Compensation is based on location, skills, and seniority.

The role is remote.

We are hiring someone to build the operational infrastructure of the engineering team from scratch.

This is not a project management role.

There is no existing playbook, no mature intake process, no capacity framework, no defined utilization targets, and no release process. You will build all of it.

Engineering’s primary purpose at TNT Growth is client delivery. The metrics that matter are client targets hit and net revenue retention. Every system you build, every process you design, every framework you implement needs to ladder up to that. If it doesn’t accelerate client outcomes, it doesn’t belong on the roadmap.

You will be the operational backbone of the engineering team. You’ll work directly with the Director of Operations, the Technical Director, and engineers to ensure the right work gets done, in the right order, at the right level of investment. You will bring structure, visibility, and accountability to a team that is currently operating reactively.

We are not looking for someone who manages tasks. We are looking for someone who builds the system that makes task management unnecessary.

• Design and implement a single intake system for all engineering requests. Right now, work enters the team through multiple channels with no consistent triage. You will create one front door with clear criteria for what gets worked and in what order.
• Triage incoming tickets with enough technical understanding to assess:
  Is this a client‑critical business need or a nice‑to‑have? What’s the actual scope? What level of engineering investment does this warrant?
• Translate client needs into actionable engineering work. Understand what a client is asking for, assess its urgency and business impact, and frame it so engineers can execute without ambiguity. Specs reaching engineering should be clear enough that rework from unclear requirements drops to near zero.
• Own the prioritization framework. When competing requests land at the same time, there is a system for deciding what comes first — not a conversation with the Technical Director every time.
• Assess every incoming client request against the client’s contracted scope of work. Understand what each client engagement includes, what it doesn’t, and be the first line of defense against scope creep entering the engineering pipeline.
• Flag and escale out‑of‑scope requests before they consume engineering time. When a request falls outside what’s been contracted, surface it with a clear recommendation: push back, propose a scope amendment, or flag it as goodwill work with an explicit cost attached.
• Partner with GMs and client success to ensure the team is building what clients are paying for — not more, not less. If the team is consistently delivering work that isn’t covered by the contract, that’s a pricing problem or a boundary problem, and you’re the one who makes it visible.
• Track scope compliance over time. Build a clear picture of which clients consistently request out‑of‑scope work, how much engineering time goes to uncontracted work, and what that costs. This data feeds directly into client profitability analysis and renewal conversations.
• Build and maintain a forward‑looking capacity plan. We currently plan week‑to‑week. You will move us to a rhythm where engineering schedules are built 1–2 months out with clear visibility into what’s in flight, what’s next, and what’s blocked.
• Own the 30/60/90‑day engineering calendar. Allocate capacity across client‑facing delivery and internal product work with explicit trade‑offs documented for every allocation decision.
• Design and run an early warning system for growing backlogs. When work starts piling up, you surface it before it becomes a crisis — not after.
• Manage sprint execution: standups, sprint planning, retrospectives, velocity tracking. Keep delivery on cadence.
• Design the team’s operating model. Whether that’s a pod structure, a ticketing system, a hybrid, or something else — the structure needs to meaningfully change how work gets assigned, tracked, and…