Manager, Software Engineering - Engineering Tools

About this role

AI2IO helps organizations navigate the complex landscape of technology solutions, from foundational IT services and system support to advanced software integration, automation, and cutting-edge AI implementations. Our expertise spans IT infrastructure management, custom software development, seamless system integrations, and optimization of low-code business automation, empowering clients to maximize their existing technology investments.

Join us and be part of a team where your voice matters, your work makes an impact, and your growth is a shared priority.

Position Title Manager, Software Engineering

Position Location Remote - work virtually from anywhere in the United States

Job Summary

AI2IO is seeking a Manager, Software Engineering to lead the people, capability, and operating environment behind software that extends Autodesk Revit and supports architecture, engineering, construction, commissioning, and design workflows. The team builds and supports Revit add-ins, Blazor applications, integrations, installers, deployment services, licensing components, and related tools that streamline specialized engineering work. This is a formal people-management role for all engineers and Software Engineer Technical Leads on the Engineering Tools team. Candidates must bring a strong software-engineering management foundation and meaningful AEC and Revit domain experience. Candidates who combine software-engineering management with hands-on Revit use in mechanical, electrical, BIM or design technology, commissioning, or comparable engineering workflows will be especially well aligned.

Essential Functions

This role grows from complete ownership of people leadership and the Engineering Tools delivery environment toward broader workforce strategy, AEC and Revit capability development, productization readiness, management-system improvement, and organizational leadership. As the organization grows, expand impact through multi-team capability planning, development of technical and people leaders, management-system improvement, workforce strategy, and resolution of organizational challenges beyond the assigned specialty.

Lead and Develop Engineers

• Serve as the formal people manager for all engineers and Technical Leads assigned to the specialty team through regular one-on-ones, clear expectations, timely feedback, performance reviews, professional development planning, and credible support for every direct report.

• Provide recognition and development feedback throughout the year and address sustained performance concerns through clear expectations, documented support, follow-through, and appropriate organizational processes.

• Connect individual goals to meaningful assignments, coaching, learning, mentoring, and increasing ownership without promising advancement before readiness is demonstrated.

• Partner with Technical Leads to understand technical contribution and development needs while retaining accountability for career evaluation, formal performance decisions, employee relations, and team health.

Build Team Capability and Leadership Depth

• Maintain a current view of capacity, critical skills, experience distribution, key-person dependencies, succession risk, and staffing needs.

• Identify capability gaps and coordinate learning, pairing, assignments, mentoring, hiring, and onboarding plans.

• Develop future Technical Leads and management candidates through scoped assignments, calibrated feedback, explicit readiness criteria, and partnership with current leaders.

• Reduce leadership and knowledge-continuity risk through distributed ownership, documentation, coverage, and succession options.

Own the Sustainable Delivery Environment

• Ensure teams have sufficient staffing, capability, role clarity, decision pathways, tools, and organizational support to deliver sustainably.

• Partner with Technical Leads and Project Managers on delivery health, risk, dependencies, capacity, and recovery without replacing technical or project-management ownership.

• Ensure material delivery problems receive appropriate management intervention, including staffing changes, escalation, cross-team negotiation, or leadership decisions.

• Review recurring delays, incidents, rework, quality concerns, support burdens, and workload imbalance to identify organizational or capability improvements.

• Protect teams from sustained overload and commitments incompatible with available capacity.

Connect Software Teams With AEC and Revit Context

• Use practical Revit and AEC fluency to help software engineers understand the design, BIM, commissioning, and project-delivery context surrounding Engineering Tools work.

• Help Product Owners, Business Analysts, Technical Leads, and engineers clarify organization-specific Revit content, standards, parameters, families, model structures, workflows, and downstream constraints without assuming product or technical authority.

• Recognize when staffing, sequencing, support, or training approaches do not reflect real design workflows, supported Revit versions, model integrity, user productivity, or discipline-specific needs.

• Facilitate clear communication between software specialists and mechanical, electrical, commissioning, BIM, design-technology, and field stakeholders.

• Promote solutions and practices that are understandable, supportable, maintainable, reusable, and appropriate for real engineering project conditions.

Build Specialized Engineering Tools Capability

• Own workforce capability, staffing, development, and training plans spanning C#/.NET, Revit add-ins and API patterns, Blazor applications, data and integrations, installers, deployment, licensing, diagnostics, quality, support, and commercialization readiness.

• Ensure the team has the mix of software-engineering and AEC-domain capability required to maintain internal tools while preparing selected products for broader use.

• Develop learning plans that help software engineers understand…