TrustFlight builds software that aviation operators around the world rely on to keep flying safe, for an international customer base with an unusually varied set of problems.
This role exists to build and sustain a high-performing team of six to eight engineers: coaching each individual, holding a consistent standard of performance, and owning the process, testing, tooling and infrastructure the team depends on.
It is a people and systems leadership role rather than a technical leadership one.
Product and the technical leads decide what gets built and how; the Engineering Manager owns the conditions that allow them to build it well and quickly.
The postholder is one of four Engineering Managers in a Product, Design and Engineering department of around 40 to 50 people, which is growing and maturing quickly.
There is considerable scope here to shape how engineering works across it.
Treat coaching as a core duty of the role, and upskilling as a standing remit: develop engineers through regular 1:1s, direct feedback, stretch assignments and explicit development plans, and grow technical leads as well as individual contributors.
Manage performance fairly and decisively.
Set explicit expectations, recognise strong work, raise problems early and allow runway to respond, and address sustained underperformance promptly.
Act as the chief unblocker for the team across tooling, infrastructure, testing and process, and own the team's infrastructure-as-code estate.
Identify the genuine constraints on throughput, including code review latency, slow or flaky tests, handoffs, approval gates and unreliable environments.
Remove them, ensure the team can build, test, deploy, observe and recover quickly and safely, and evidence the improvement in flow metrics.
Own testing standards and the consistency of quality across the team, including the definition of “tested”, the criteria that gate a release,.