About the role
About Cinder Cinder builds the infrastructure that keeps the world's most important digital platforms true to what they stand for. When a platform needs to write moderation policies, route content to reviewers, run AI agents against abuse, file NCMEC reports, or measure how their safety programs are performing, they use Cinder. Our customers are some of the largest internet platforms in the world. The decisions made in our software directly determine what stays up, what comes down, and how users are treated. We're a small engineering team. You and your team will ship features that go live to enterprise customers within days, not quarters, and you'll hear directly from the people using what you built. Why this role Cinder’s Core Infrastructure team builds the platform and infrastructure that judges the safety of much of the user-generated content on the internet. This journey requires extreme focus and ruthless prioritization. We have talented engineers working across agents, workflows, review tooling, platform reliability, and data, but execution quality and prioritization still depend too much on individuals self-managing their priorities rather than teams that run themselves. We're hiring an Engineering Manager to own the Core Infra team end to end: to set clear priorities, raise the bar on execution quality and speed, and turn a group of strong ICs into a team that self-organizes around problems. Management is the heart of this role, but it isn't a process-only job. Most of your time will go into leading, coaching, and unblocking your team, while you will stay close enough to the code to contribute directly, lead architecture discussions credibly, and earn your engineers' trust as a technical peer. You'll report to our Head of Engineering and have real influence on how we build out engineering leadership as the org scales.
What you'll work on You'll own the health, direction, and delivery of the Core Infra team. In practice that means: Setting clear priorities and a roadmap your team understands. Engineers should know what they're working on, why it matters to the business, and what we're choosing not to do. You'll bring the business context behind the work and translate it into focused execution. Raising the bar on team-level execution quality. Not just shipping features, but shipping them with fewer regressions, clear ownership, and no last-minute surprises. You'll find the inefficiencies slowing your team down and fix them before they become someone's bad on-call week. Building a team that self-organizes. Individual heroics create single points of failure and burnout risk. You'll grow and evolve a team that can triage and share work across itself and with other teams. Coaching and developing engineers. You’ll set clear expectations against role and provide direct, constructive feedback promptly and empathetically. People should always know how they're progressing and where they need to grow. Driving operational rigor proactively. Helping define SLIs/SLOs for your team's systems and getting ahead of reliability and tech-debt problems to get ahead of incidents. Acting as the default liaison to GTM, FDE, CX and other cross-functional partners, and picking up technical work alongside your team when it helps, without becoming a blocker.
