Engineering Manager, Application Architecture

Engineering Manager

Hagerty is a company built by drivers for drivers. We put our members at the center of everything we do and are dedicated to making it easier and more enjoyable for enthusiasts to drive and celebrate the machines they love. We're proud to be the world's largest insurer of collectible and enthusiast vehicles and are home to the Hagerty Drivers Club, the world's largest car club.

Our Marketplace business presents live and digital sales across the U.S. and Europe, we host a number of driving events and concours, and our award-winning automotive journalists produce the most popular car magazine globally, alongside internationally awarded videos. We're committed to Never Stop Driving. Ready to get in the driver's seat? Join us!

As an Engineering Manager in the Application Architecture group,  Application Architecture team serves as technical experts in the engineering organization, mentoring other development teams on programming languages, technologies, design patterns, and idioms used to create software. The team maintains a set of frameworks and libraries to both speed up and make our implementations consistent.

As an Engineering Manager, you will be responsible for the strength of the Application Architecture team and the stewardship of the code and technology that it uses. The former involves promoting a holistic product view, fostering teamwork, coaching interpersonal skills, and hiring and evaluating team members. The latter will have you developing architects' skills in the tooling we use as well as team and department patterns and practices.

At times the manager will also identify areas where tradeoffs need to be made between various concerns (e.g., timelines, quality, complexity, performance) and facilitate the effort to reach an agreement on the right approach.

To accomplish all of this, the manager must, themselves, have strong technical and interpersonal skills.

• Guide staff in understanding and delivering on the company's long-term goals by:
• Working with your manager to develop a deep and nuanced understanding of the company's goals and, working with staff, develop quarterly plans to implement associated features.
• Effectively and continually communicate and keep salient the vision, strategy, and roadmap. Be able to discuss how each team member's work contributes to those ends.
• Participating in the feasibility assessment of new features, the cost to implement them, and the possible implementation timelines given current priorities and staffing.
• Leading refinement of the year-over-year roadmap for shared frameworks and libraries, ensuring it evolves intentionally to meet the needs of a growing engineering organization.
• Ensuring the shared libraries, frameworks, and standards your team produces appropriately manage the company's data protection and privacy requirements.
• Influence and support the maturation of architects and our engineering practices by:
• Educating architects of our standards, practices, and idioms and ensuring adherence to them. This will require you to have a deep knowledge of these as well as the reasoning behind them.
• Educating engineers and architects on and evaluating code for quality. This includes things like auditability, deployment practices, documentation requirements, evolvability, maintainability, performance monitoring, operational readiness, testing regimes, security evaluation, and risk mitigation.
• Coaching architects on effective ways to share knowledge within and between teams. This includes effectively communicating with other groups regarding your work upon which they depend.
• Coaching architects on the art of identifying and evaluating the many tradeoffs that come up during system development. For example, between feature-rich frameworks and in-the-moment supportability, or between user experience and security consideration.
• Measuring the impact of our developer experience, including documentation, tooling integration, and friction points, and improving it where necessary while maintaining intentional frictions.
• Develop a healthy and dynamic team that values and participates in the growth of individuals, the team, and the company by:
• Recruiting, hiring, and maintaining staff that bring in diverse thoughts. This includes providing timely, candid, and respectful feedback on the staff's accomplishments and misses.
• Running an onboarding and career progression curriculum that helps guide individuals in developing their skills through deliberate practice, self-mediated learning, and mentorship.
• Coaching architects on the application of psychological and sociological topics like trust, perspective taking, critical thinking, path dependence, emotional contagion, and deliberate practice.
• Maintaining a workload that balances new feature development, beneficial technical and process improvements, and staff's learning and development.
• Tracking, reporting on, and responding to qualitative and quantitative measures of team health and capacity.
• Facilitate collaboration…