About the role
Why join us? We’re a global tech company, just not the kind you’re picturing. Sure, we’ve got catered lunches, team events, cool merch, and yes... dogs in the office. But that’s not why people join. Our team of nearly a thousand people wakes up every day to make our product and our customers’ lives better. At SafetyCulture, you’ll hear “yes, let’s give it a shot” more often than “that’s not how we do things here.” People join because we’re building tools that make work better for the 3 billion people who keep the world moving - factory floor operators, baggage handlers, truck drivers, servers, store assistants. The ones who make things happen. We’ve got the scale and innovation you’d expect from big tech. The difference? No endless layers of sign-off. No corporate theatre. Just smart, experienced people solving real problems fast . The scale is big. But the ownership’s personal. Every full-time team member gets equity - real skin in the game. When we grow, you do too. We’re not perfect, no company is. But this next chapter of our growth is about scaling with intelligence, not just size - fueled by operational maturity, a clear vision, and a strong focus on AI. This is big tech impact, without the big tech ick. If that excites you more than it scares you, you’ll fit right in.
About
the Role This role exists to lead a team of engineers delivering improvements to our Inspections product — SafetyCulture's most established and revenue-generating offering. You'll keep
the team healthy, the delivery moving, and the codebase in better shape than you found it, while growing as a people leader in a supportive and technically engaged environment. \n Key
Responsibilities Own the day-to-day delivery of your engineering team: run planning, refinement, and sprint rhythms that keep work predictable and
the team focused Lead and develop a team of engineers through regular one-on-ones, career conversations, and coaching — creating an environment where people do their best work Maintain and improve the technical health of the codebase, making pragmatic calls on legacy debt versus new investment based on real customer and business impact Triage customer-reported issues and production incidents with a clear eye on ROI — distinguishing problems that need fixing from noise that doesn't Contribute to technical direction, keeping yourself close enough to the work to be a credible and useful partner to your engineers as well as the product and design leadership triad Spot process friction and fix it — whether that's in how