Manager/Lead, Software Development

ENGINEERING MANAGER Calgary, AB Full-time THE ROLE Financial software runs underneath the biggest decisions people make. When it's good, it saves real money over years. When it's not, those losses compound just as quietly. Most of it was built to capture value, not create it. Neo is building the alternative. Neo has been Canada's fastest-growing company three years running. The engineering organization behind that growth runs 150 services in production, deploys hundreds of times a week, and serves over one million customers on a platform built entirely in-house. Neo's engineering teams are small by design. A typical squad is about eight engineers, one engineering manager, and a product counterpart. Close enough to the work that the manager is never far from the code. This is a player-coach role. You'll spend real time in the work alongside your team: reviewing code, sitting with engineers to improve and refactor it, making architectural calls, getting into the details when it matters. Your primary job is to make your team better. That means giving direct feedback, running a tight delivery process, and holding a performance bar that most teams never see. We ship small, fast, and often. The manager role here is less about coordinating approvals and more about building a team that can execute at a pace most of them haven't experienced before. WHAT YOU'LL BE DOING - Lead a squad of engineers, owning both their delivery and their development - Develop engineers at all levels, from coaching juniors to helping seniors grow into tech leads - Stay hands-on with the technical work: code reviews, architectural decisions, release planning, and sitting with engineers to improve their code directly - Own the delivery process: small tickets, fast cycles, clear priorities - Give direct, regular feedback to every engineer. Make the performance bar visible and hold it - Monitor performance. Act on issues when they come up, not after - Own the monitoring and stability of your team's services; drive improvements proactively, before they become incidents - Run your team ceremonies, resolve blockers, assess risks, share updates with your stakeholders, ensure your team is predictable and has the tools they need to be successful - Keep tech debt at a level that doesn't overwhelm the team or put the business at risk - Be present during incidents; make sure triage happens well and the right resources are engaged - Support hiring for your team alongside Engineering Director sourcing candidates, calibrating interviews, closing the people you want - Partner with your product counterpart on roadmap, scope, and timelines. Push back when the ask doesn't make sense - Build a team that pairs and plans together. Engineering in isolation for efficiency's sake is never the priority WHO WE ARE LOOKING FOR - You care deeply about what you do and about making banking better for everyone - You've led an engineering team and have clear opinions about what good management looks like at that level - You're technical. You can review code, sit with an engineer and show them how to improve it, and earn the respect of strong developers. - You give real feedback regularly, not just in performance reviews - You've hired engineers and made good calls. You know what strong looks like and can filter for it. - You run a tight process not because process is the point, but because it's how you protect your team's ability to ship - You've managed underperformance directly, not deferred it or worked around it - You take ownership of production quality, not just delivery timelines This is not the right role if you came from a model where the manager's job is to coordinate and shield the team from external demands. Making the team faster and better sometimes means making hard calls. WHY NEO Small teams with real ownership. You're not managing a function inside a function. You're close to the product, the customer, and the decisions that matter. Competitive salaries beating the top tech