Lead Edge Engineer

Queue builds robots to fill prescriptions. Our machine is designed to take stock bottles of medication and produce counted, labeled vials, so that pharmacists and technicians can spend their time on patients. Our first product is built to work behind the pharmacy counter and to be operated by pharmacy staff.

Queue builds robots to fill prescriptions. Our machine is designed to take stock bottles of medication and produce counted, labeled vials, so that pharmacists and technicians can spend their time on patients. Our first product is built to work behind the pharmacy counter and to be operated by pharmacy staff.

We are building out the Edge squad: the engineers who write the software that runs on our machine and tells its hardware what to do. You are a hands‑on technical lead. You own the edge software end to end, from design and code to release and behavior in the field, and you raise the bar for everyone who builds it. You build to one rule and hold the squad to it: when the machine cannot confirm a step, it stops safely and says why.

This is a lead-level role: a staff engineer's technical bar, plus delivery through a team. It is hands‑on, and it is not a people‑management role.

• Design and code — The design of the edge software and the code that carries it, from the links to the boards to the state machines that sequence each fill. You stay in the code and review the squad's.
• Contracts at the boundaries — The contracts with the microcontrollers and the vision service. You design and version them so that old and new versions work together through a release.
• Releases and field behavior — How a release of the edge software is built, tested and shipped, what the software reports from the field, and how it is diagnosed from a distance. You work on updates with the platform and systems reliability engineers, and on the image with the engineers who own it.
• The seams — Where the edge software meets firmware, vision, the cloud and the image. A fault that falls between two squads is yours until it is fixed, and you fix it with the squad on the other side.
• The squad's bar — What you accept in review becomes the standard, so you define it crisply, hold it every time and measure quality against it. You grow the engineers around you into leaders: you pair and coach, give them the lead and back them, and you interview the ones who join.
• Decisions in writing — You write decisions down with the options you weighed and why, and share them early for challenge across the squads, so engineers can make the next decision without you.
• Fail-closed behavior — The rule on every path the squad owns: when the machine cannot confirm a step, it stops safely and says why. You design the failure path first, and the squad does too.

What stays with others, so that you know where your work stops: the operating‑system image stays with the engineers who own it, the cloud with the platform engineers, and the call that a release is ready with software leadership.

• Day 30:
  You have built the edge software, run it on a bench and merged changes through review. With the firmware, vision and platform engineers, you have traced a fill across every seam, and you can name each point where it has to stop if a step cannot be confirmed.
• Day 60:
  You own one seam end to end with the squad on the other side: its code, its contract and what the edge software does when the other side fails. You have planned the squad's next release with its engineers, each change with an owner, and written down the bar you hold in review.
• Day 90:
  You have scoped and reviewed a change that an engineer on the squad has taken through release to machines on the bench, with its failure paths tested first. You…