Director of Product Engineering
Indexed description
We already have:
- A strong, highly autonomous team of engineers
- A product customers rely on and value
- Real traction and meaningful revenue
The shape of the role
This is a coach role managing engineers but at the seam of engineering and product. You’re here to:
- Understand what’s working
- Improve how we decide what to build, and how we build
- Help a strong team operate high levels of clarity, speed, and impact
- Note this role is leading Engineering (with a focus on product Engineering) but is not leading Product
- Product + engineering alignment
- Help define what’s worth building and why, and how we build product
- Bring rigor to opportunities: size, impact, tradeoffs, constraints
- Push for clarity before execution
- In engineering rooms, you may not be the deepest technical voice. In product rooms, you usually will and you find that asymmetry productive, not awkward.
- Planning and execution quality
- Lead strong shaping and planning for cycles
- Identify risks early and force hard tradeoffs upfront
- Improve consistency of shipping without adding drag
- Team leadership and development
- Support a highly autonomous team without micromanaging
- Build trust, context, and alignment
- Help engineers grow in ownership and capability
- Cross-functional leadership
- Translate complexity into clear decisions
- Ensure engineers understand the “why” behind priorities
- Collaborate deeply with product, growth, and operations
- Technical engagement (without becoming the bottleneck)
- Engage meaningfully in architecture, scoping, and risk
- Ask good questions and surface tradeoffs
- Trust the team’s context rather than prescribing solutions
- AI evolution
- Lead us to continually deepen our adoption of AI (paired with human judgement and taste) in how we build
- Identify where AI meaningfully improves the product
- Increase leverage of a small team
- Have been a strong engineer and moved into leadership, and maybe even product
- Have led high-performing engineering teams at a startup or growth-stage company
- Are product-minded and think in terms of business outcomes
- Bringing rigor and shape to product ideas before they reach engineering, instead of letting them arrive as creative starting points engineers must reshape mid-build.
- Know how to balance autonomy with alignment
- You are low ego and collaborative
- You are trusted by engineers and trust them in return
- You can engage technically without needing to control every decision
- You care about developer productivity, happiness, and efficiency
- You have a point of view on how teams evolve from 5 → 10 → 20 engineers
- You are AI-pilled but wise enough to leverage the right tool for the job
- Great, clear engineering decisions (how we build and why) including scoping major builds
- More consistent execution and fewer surprises during cycles
- Strong trust across engineering, product, and leadership
- Engineers feel supported, challenged, and growing
- AI meaningfully increases team leverage
- You don’t have years of leadership experience
- You want to redesign the org before understanding it
- You rely on heavy process to create alignment
- You don’t enjoy concretely defining major new features given the system’s constraints
- You need to be the smartest person in the room on every technical decision
- You prefer large teams, clear layers, and well-defined roles
- You haven’t worked in a small, fast-moving environment
- You’re not genuinely interested in using AI to evolve how teams operate
- A strong, ownership-driven team
- A product customers already value
- A large, complex problem space with real financial impact
- Significant room to build - we’re early
Location: Denver HQ (strongly preferred)
Compensation: Compensation: $180,000 to $240,000 base salary, plus equity. For an exceptional candidate with the right startup scaling experience, we may stretch beyond this range.
Compensation Range: $180K - $240K
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