Senior Manager, Site Reliability Engineering

Invoca is an AI-powered revenue execution platform that brings together marketing, commerce, and contact center teams to turn every customer interaction into measurable, profitable growth. Join our dynamic, fast-growing team, where innovation and collaboration are at the core of our culture.

Reliability Engineering builds and runs the platform the rest of Invoca ships on. Real-time call routing, audio processing, transcription, and data storage all run on the infrastructure this team owns, across the US and EU, under PCI, SOC 2, and ISO obligations.

Invoca believes in service ownership. Engineering teams are on call 24/7 for what they build, not just SRE. Leadership acts as an escalation point and joins the incident commander rotation roughly two days per month.

Invoca is building an agentic development environment, one where software is designed, written, tested, deployed, and operated with AI as a first-class collaborator. Infrastructure is where that gets real or doesn't: agents move fast, and the platform underneath them is what makes that safe. The fastest-growing consumer of infrastructure operations isn't a person clicking through a portal, it's software. That's what we're building for.

You help shape where it goes next. Getting there starts with shedding weight: finding where we can leverage partners and managed services, building self-service paths engineers and agents can both use safely, and retiring what we shouldn't be running at all.

This is not a caretaking role. You'd inherit a capable team with deep knowledge of our systems, being asked to work differently than it has. You bring outside perspective: you've built and run infrastructure teams elsewhere and you arrive with a specific point of view on what great looks like.

This position reports to the Senior Director, Infrastructure & Security.

• Decide what we run and what we don't. We keep a system in-house only when it differentiates us. Apply that test system by system and find the right home.
• Land the move from self-hosted to managed Kubernetes making sure the operational expertise stays with us.
• Reduce what the team carries operationally so capacity goes toward building and not maintenance.
• Own the technical direction for the platform your team runs, partnering with Developer Enablement, Infosec, and architecture where decisions reach beyond it.

• Lead a team of 8 SREs with deep systems knowledge. Set a clear bar, give people the feedback and context to hit it, and invest in the growth of the team.
• Own and execute the rolling 3-month delivery plan: translate infrastructure strategy into clear priorities, navigate ambiguity, and hold full accountability for shipping high-impact work.
• Represent SRE where infrastructure decisions get made, and be in architecture and planning conversations before your team is needed.
• Work alongside a leadership team including a tech lead, architect, and your engineering management cohort to solve problems bigger than any one team.

• Drive a pipeline, not a bottleneck. Work the team does on another team's behalf becomes a callable API with a policy decision attached - invoked by an agent or a person with the same governance and the same audit trail.
• Extend policy and scanning controls so agent-driven infrastructure change is safe by default rather than safe by review.
• Define clean boundaries and contracts between infrastructure and the product teams that build on it.
• Win on adoption, not mandate. The path with policy and audit attached has to also be the fastest one available for an agent or a person.

• Use AI and agentic workflows in how the team builds and operates infrastructure: agent-assisted development, automated incident detection and triage, self-healing deployments, drift and policy detection.
• Establish safe, observable, and auditable ways to bring AI into how we build and run infrastructure, and help the teams around you adopt them with confidence.

• Build shared practices and tooling for infrastructure that every team can adopt, replacing one-off, team-specific approaches.
• Treat infrastructure as a product with internal users: define adoption goals and measure whether teams are actually better off because of your work.