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Software Engineering Manager
An engineering manager oftern manages a team of 6-12 engineers, a.k.a. 1 to 2 pizza teams
- Staff Engineers / IC4 Optional (1–2): Often spans across teams, leads initiatives, sets engineering standards, and may report to the EM or Director. Often manages 5 ICs to deliver 1 to 2 specific projects.
- Senior Engineers / IC3 (2–3): Trusted to lead parts of systems. Owns features end-to-end, mentors others, drives architecture, often leads small efforts. If staff engineers are missing in the team, seniors would be the tech leads.
- Mid-level Engineers / IC2 (3–4): Can break down features, handle ambiguity, contribute to system design and delivery.
- Junior Engineer / IC1 (1–2): Task-focused, needs close mentorship, responsible for tickets with well-defined scope.
Daily tasks include:
| Task | % Time | Description |
|---|---|---|
| 1:1s with team members | 15–20% | Weekly or bi-weekly 1:1s, usually 30 mins each; focus on growth, feedback, blockers. |
| Standups / Team check-ins | 5–10% | Daily syncs or async updates to track progress and unblock issues. |
| Sprint planning / Retrospectives | 5–10% | Biweekly planning, retros, and prioritization with product/engineering. |
| Project coordination | 15–20% | Aligning with product/design/QA, scoping work, ensuring timelines are realistic. |
| Technical review / decision making | 10–15% | Design docs, PR reviews, architecture discussions, ensuring technical direction. |
| Mentorship & coaching | 5–10% | Helping engineers grow in skill and scope. |
| Stakeholder communication | 10–15% | Status updates to leadership, product, or cross-functional peers. |
| Hiring / Interviews | 5–10% | Reviewing resumes, conducting interviews, leveling candidates. |
| Firefighting / incident response | 0–5% | On-call escalation, incident review (if occurs). |
| Admin / Performance mgmt | 5–10% | Reviews, calibration, goal setting, timesheets, documentation. |
Senior Engineering Manager
A senior manager often manages an around 25-person organziation:
- Engineering Managers / M1 (2-4): Manages the team's ICs, IC1, IC2, IC3, and sometimes IC4
- Staff Engineers / IC4 (1–2): Often spans across teams, leads initiatives, sets engineering standards, and may report to the EM or Director.
- Senior Engineers / IC3 (2–3): Trusted to lead parts of systems. Owns features end-to-end, mentors others, drives architecture, often leads small efforts.
- Mid-level Engineers / IC2 (3–4): Can break down features, handle ambiguity, contribute to system design and delivery.
- Junior Engineers / IC1 (1–2): Task-focused, needs close mentorship, responsible for tickets with well-defined scope.
Focuses on:
- Org health: Morale, engagement, retention, and DEI across teams.
- Delivery at scale: Ensure multi-team priorities and coordination on shared timelines.
- Leadership pipeline: Mentoring M1, IC3, IC4 into future leaders.
- Architecture alignment: Approving or steering cross-team technical decisions.
- Operational excellence: Incident response, velocity metrics, and productivity tools.
- Stakeholder management: Representing the org to execs and cross-functional partners.
Daily tasks include:
| Task | % Time | Description |
|---|---|---|
| 1:1s with EMs / Tech Leads | 20–25% | Coaching, unblocking, checking team health, performance feedback. |
| Strategic planning | 10–15% | Quarter roadmapping with product/design, aligning goals across multiple teams. |
| Program/project reviews | 10–15% | Monitoring key initiatives, timelines, resourcing, interdependencies. |
| Cross-functional syncs | 10–15% | Meetings with PMs, Designers, Data, QA, GTM, or other Eng leads. |
| Hiring / Team growth | 10–15% | Interviewing senior candidates, evaluating team structure, headcount planning. |
| Performance calibration / reviews | 5–10% | Working with HR/leadership on leveling, compensation, feedback loops. |
| Org/process improvement | 5–10% | Driving improvements in velocity, planning, engineering quality, team health. |
| Escalation / incident mgmt | 0–5% | Triage when issues span multiple teams or impact executive visibility. |
Director of Engineering
A director often manages a 30–100+ organziation:
- Engineering Managers / M1 (1-2): Manages the team's ICs, IC1, IC2, IC3, and sometimes IC4
- Senior Engineering Managers / M2 (1-2): Manages M1 and IC4
Needs to have:
- Strong operational mindset – Builds systems that scale decision-making and execution.
- Clear communicator – Connects the “why” at the exec level to actionable goals for teams.
- Coach of coaches – Spends time developing senior leaders under them.
- Calm under pressure – Helps orgs manage ambiguity and chaos gracefully.
- Owns the outcome – Takes responsibility when things fail, gives credit when they succeed.
Focuses on:
- Org strategy & vision: Translate business goals into technical roadmaps across orgs.
- Leadership development: Identify and coach M2, M1 and IC4.
- Execution excellence: Create a system where multi-team execution is predictable and high quality.
- Cross-org collaboration: Work with peer directors and VPs in Product, Design, Data, and GTM.
- Culture & communication: Set tone, values, and communication style for the broader org.
- Tech direction: Approve or influence tech-wide decisions, but don’t usually dive into detailed code or architecture unless it’s strategic.
- Delivery: Ultimately accountable for how your org delivers, not just what it ships.
Daily tasks include:
| Task | % Time | Description |
|---|---|---|
| 1:1s with Sr. EMs / EMs / IC4 Ocassionally | 20% | Coaching, aligning on org health, succession planning, feedback. |
| Strategic leadership | 20% | OKRs, long-term org design, planning roadmaps with exec team. |
| Cross-functional exec meetings | 15% | Partnering with Product, Design, Data, Sales, Marketing, etc. |
| Org-level operations | 15% | Defining best practices, delivery frameworks, quality bars, incident protocols. |
| Hiring and org shaping | 10–15% | Recruiting senior leaders, shaping interview processes, diversity goals. |
| Budgeting and headcount planning | 5–10% | Working with Finance on resourcing, infrastructure costs. |
| Escalations / Incident mgmt | 0–5% | Step in only for major org-wide or cross-org incidents. |
| External visibility / recruiting | 0–5% | Occasionally speaking at conferences, writing blogs, helping recruit senior talent. |
VP of Engineering
A VP often manages a 100–300+ organziation:
- Directors (1-4): Manages M2 and M1
- Technical Staffs / Architects / Scholars (1-3): Advice and scale systems, and focus on special projects.
Needs to have:
- Strategic thinker – Understands how to turn business needs into scalable tech strategy.
- Exceptional communicator – Keeps alignment flowing top-down and bottom-up.
- Builder of orgs – Knows how to scale from 30 → 300 engineers while keeping clarity and performance.
- Strong EQ – Manages exec politics, team morale, and people growth simultaneously.
- Balances delivery with quality – Doesn’t sacrifice speed for stability or vice versa — brings frameworks to harmonize both.
Focuses on:
- Vision & Strategy: Translate company goals into an engineering vision. Define how technology becomes a competitive advantage.
- Org Design: Scale the team with the right roles, leveling, spans of control, reporting lines.
- Execution & Delivery: Make sure multiple teams can ship consistently and predictably.
- Culture & Values: Set and reinforce how people treat each other, what good work looks like, and how decisions are made.
- Hiring Bar & Team Health: Own the bar and diversity strategy across the org.
- Engineering Brand: Help position the company externally (blogs, conferences, open source).
- Technical Stewardship: Doesn’t code, but still deeply understands systems and architecture tradeoffs.
- Risk Management: Owns technical risk, incident management, quality, security, scalability, and compliance.
Daily tasks include:
| Task | % Time | Description |
|---|---|---|
| Executive team alignment | 20–25% | Partner with CEO, CPO, CTO, and other execs on company strategy, roadmaps, GTM. |
| Org-wide engineering leadership | 15–20% | Set engineering strategy, architecture direction, org design, delivery model. |
| 1:1s with Directors/Sr. EMs | 15–20% | Coaching, unblocking, performance management, succession planning. |
| Cross-org communication | 10–15% | Communicate plans, changes, and progress to the entire org. |
| Hiring and recruiting | 10% | Attract and close senior engineering leaders. |
| Budget and resourcing | 5–10% | Work with Finance and Ops on headcount, tooling, infra, and vendor budgets. |
| External partnerships | 5% | Work with vendors, partners, or occasionally investors or press. |
| Crisis / escalation management | 5% | Intervene in major incidents, but mostly focus on creating systems to avoid them. |
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