Senior Manager, Engineering

About this role

Job title:Senior Manager, Engineering - Billing

Reports to:Director, Engineering

Department:Central Services

Location:Remote

Grade:22

About Priority:

Our vision in Product & Technology is to engineer the world's most resilient, AI-native financial ecosystem that empowers businesses to transcend table-stakes and lead the Agentic future, where every financial transaction is intelligent, every developer is accelerated, and every experience is unified.

At Priority, we are building the Priority Commerce Engine, a unified platform that enables businesses to collect money, store money, lend money, move money, and build modern commerce experiences at scale.

About the Role:

Senior Managers at Priority lead a mix: you manage other managers (Managers or Team Leads, or both), and you often continue to manage one or more teams and their engineers directly yourself. Managing other managers is what makes this level distinct from Manager — it's the point where indirection becomes a real mode of leadership alongside the direct management you may continue to do. The scale you cover is multiple teams within an area, and the newly-yours craft is making those teams perform consistently — through the leaders you develop and the standards you hold across the scope.

Your leverage flows through both modes — the leaders you grow and the team(s) you run directly. The cross-team work — making standards hold, making cross-team commitments stick, making the slowest team get help instead of blame — is the part that's newly yours. You'll also pick up the keyboard when the work genuinely calls for it; the day-to-day craft, though, is making multiple teams move together as a unit.

You own three bars across the teams in your scope: the hiring bar — kept consistent across teams so every hire raises the bar where it lands; the performance bar — held for the engineers you directly manage and for the leaders under you, with the same honesty and the same early intervention; the culture bar — built deliberately on every team you cover, not assumed to propagate.

You own the area's business, customer, and OKR/KPI alignment across your teams — in partnership with your peers at this level in Product Design and Product Management. You and your Product Design and Product Management peers at the multi-team scope are the area's leadership trio. Together you make sure the area's OKRs and KPIs ladder up coherently across teams and up to the workstream, and that the "why" behind the work is consistent across teams. Business fluency doesn't slip when it isn't you in the room — the Managers and Team Leads under you carry the trio partnership at team level the way you carry it at the multi-team level, because that's the standard you set and hold.

You and the Staff (or Senior Staff) Software Engineers — or Software Architects — across the area's teams share accountability for those teams' customer and business outcomes. You lead through delivery, the people, the organization of the teams, and the partnerships with those Staff+ engineers needed to move those outcomes. They lead through architecture, technical direction, and engineering excellence within their teams. Multiple interlocking partnerships across the area — and those teams need them all to work.

You run the semi-annual Skills & Knowledge Assessment for the engineers you directly manage; you oversee the Managers under you running it for their reports. Scores roll up into the workstream Engineering Maturity Model (EMM) score. Consistency of the assessment bar across teams is your job — Managers under you don't grade differently than you would.

When the area hits a cross-team high-pressure moment — a major incident spanning teams, a multi-team escalation, a critical multi-team delivery — you're the leader the area looks to across those teams. You're on point, you stay on it until it's resolved, and you show up regardless of time of day, day of week, or weekend.

You drive AI-native transformation as a consistent standard across your teams — not as an option each team adopts at its own pace. Agentic PDLC adoption is measured, coached toward, and held to the bar across the teams in your scope.

Developing leaders is the new multiplier of the job — and you keep developing the engineers on the team(s) you run directly. Managers and Team Leads under you grow measurably. Engineers on the team(s) you manage directly grow into and beyond their levels, and some grow past your scope into bigger roles.

What You’ll Do:

• Develop the Managers and Team Leads who report to you — they grow measurably because of you; managing other managers is a real craft you actively practice.

• Directly manage engineers on at least one team yourself, with the same hiring, performance, and team-health expectations as a Manager, when scope calls for it.

• Keep hiring and performance bars consistent across teams in your scope.

• In partnership with your peers at this level in Product Design and Product Management, own the area's understanding of the customer, the business, and the OKRs and KPIs the area's teams are measured on; make sure those OKRs and KPIs ladder up coherently.

• Set and hold the standard for business fluency across teams — the Managers and Team Leads under you carry the trio partnership with their Product Design and Product Management peers at team level the way you carry it at the multi-team level.

• Align delivery across teams; sequence cross-team dependencies so the commitments those teams make to business partners, stakeholders, and customers hold.

• Balance investment across teams against priority — not the loudest voice; consolidate duplicated effort.

• Make sure delivery, quality, and reliability practices are consistent across teams — the slowest team gets help, not blame.

• Lead during cross-team high-pressure moments — major incidents that span teams, multi-team escalations, critical multi-team deliveries — regardless of time of day, day of week, or weekend.

•…