Engineering Manager - Stream Aligned

Engineering Manager - Knutsford

Full time

Port Swigger is a company built around a simple belief: security should empower people, not slow them down. We create world‑class tooling that helps security teams and developers uncover and fix real vulnerabilities, the kind that actually matter. Our products are crafted with care, backed by deep research, and shaped by a relentless drive to make the web safer for everyone.

We’re a successful, engineering‑led organisation where small squads are empowered to take forward high‑leverage work in a suitable way. Curiosity fuels us, craftsmanship defines us, and mutual support keeps us growing together. Here, you’ll have real agency, clear direction, and the freedom to push boundaries, supported by thoughtful coaching and a culture that values learning as much as delivery.

The Engineering Tribe builds the products, systems, and technical foundations that help Port Swigger enable the world to secure the web. Our engineering teams are small, empowered, and highly capable, working closely with Product, Research, Design, and each other to solve difficult problems with care and craft. We value deep technical thinking, fast learning, operational ownership, and pragmatic delivery, creating software that customers trust and that engineers are proud to own.

We’re looking for an Engineering Manager to lead a stream‑aligned engineering team in Knutsford.

This is a high‑impact leadership role for someone who cares deeply about people, delivery, engineering quality, and customer outcomes. You’ll create the conditions for a team to do excellent work: clear direction, strong collaboration, sustainable flow, thoughtful technical investment, and an environment where engineers can grow.

You’ll work closely with a Product Manager and Tech Lead to shape the team’s roadmap, make strategic trade‑offs, manage delivery risk, and ensure the team can discover, build, test, release, operate, and improve software with confidence. You’ll help the team move quickly and safely, using DORA metrics, operational learning, and customer feedback as signals for where to improve.

This is not a command‑and‑control management role. You won’t succeed by directing tasks or owning every decision — you’ll succeed by building a team that doesn’t need you to. In practice, that means:

• Coaching through questions, not answers — helping engineers reason through problems rather than solving problems for them.
• Unblocking proactively — spotting and removing obstacles before the team has to escalate them.
• Challenging assumptions and decisions — including your own — rather than rubber‑stamping them.
• Supporting people through ambiguity and mistakes, not just through delivery.

You’ll deliberately push decisions down to the people closest to the work, invest as much in 1:1s and feedback as in status updates, and keep connecting day‑to‑day work back to the customer and business outcomes it serves. Success looks like a team that’s more autonomous, more effective, and more connected to why the work matters — not one that simply does what it’s told.

• Lead and develop a stream‑aligned engineering team, creating the conditions for high performance, high trust, and sustainable delivery.
• Partner deeply with Product Management to shape priorities, calibrate scope, balance technical investment with feature delivery, and connect engineering work to customer and business outcomes.
• Work closely with the Tech Lead as a complementary leadership pair, aligning people, delivery, technical direction, and engineering standards.
• Own delivery effectiveness for the team, improving flow, predictability, deployability, release confidence, and operational readiness.
• Help the team use DORA metrics and other delivery signals to understand and improve deployment frequency, lead time for changes, change failure rate, and mean time to recovery.
• Protect time for discovery, experimentation, and assumption validation so the team builds the right things, not just things right.
• Reduce unnecessary hand‑offs and cross‑team friction, proactively managing dependencies before they become delivery…