CloudLinux is a global remote-first company. We are driven by our principles: do the right thing, employees first, we are remote first, and we deliver high-volume, low-cost Linux infrastructure and security products that help companies to increase the efficiency of their operations. Every person on our team supports each other and does what we can to ensure we all are successful. We are truly a great place to work!
Endless Lifecycle Support (ELS) enables organizations to continue securely using Linux distributions and software languages that have reached end of life or no longer receive standard security support – delivering vulnerability patches for unsupported versions of CentOS, Ubuntu, Debian, Oracle Linux, PHP, Python, Spring frameworks, Angular/AngularJS, Django, Flask.
For more information, visit our website: https://tuxcare.com/endless-lifecycle-support/
We are looking for a Staff Engineering Manager focused on day-to-day operational management across the ELS engineering department. You will execute typical people management tasks for 6-8 team leads and engineering managers and own execution, delivery health, and team effectiveness, and work closely with the Department Director, who will be focused on strategy, product, and service development, and externally-facing initiatives.
You will be the primary people-leadership layer for ELS engineering: hiring, performance, development, and retention of leads and managers, while ensuring consistent processes, clear priorities, and alignment with department goals set by the Director. We expect you to use AI as a core management tool - for planning, reporting, analysis, and communication - so you operate efficiently and keep the Director and stakeholders informed without adding overhead.
Your key responsibilities will be:
People management
- Manage team leads and engineering managers: 1:1s, career development, performance reviews, and succession planning.
- Hiring and onboarding: Own hiring for lead/manager roles; support hiring plans and interview processes; ensure new leads and managers ramp effectively.
- Retention and engagement: Identify and act on engagement and retention risks; support well-being and sustainable pace across teams.
- Organizational design: Propose and implement reporting structure, spans, and role clarity in partnership with the Director.
- AI as a management tool: Use AI (e.g., Claude, ChatGPT, Cursor) to streamline 1:1 prep, performance notes, status summaries, and org updates; model effective use so leads and managers adopt it in their own work.
Day-to-day operations
- Visibility of progress: Own department-level Jira configuration, boards, and workflows; establish and maintain measuring and visibility of progress in the age of AI-assisted engineering, so stakeholders have a clear, up-to-date view of delivery without constant status meetings.
- Delivery and execution: Oversee delivery across teams: sprint health, roadmap execution, and removal of blockers; use Jira and metrics to spot risks early; escalate strategic or cross-department issues to the Director.
- Process and workflow: Own and evolve department-level Agile/Scrum practices, Jira usage, and cross-team workflows; ensure consistency and continuous improvement.
- Resource and capacity: Allocate people and capacity across teams in line with priorities; balance short-term delivery with technical debt and improvement work.
- Cross-team coordination: Facilitate collaboration between ELS teams and with other departments (e.g., support, product, other engineering orgs).
Quality and standards
- Engineering and management standards: Maintain and raise the bar for technical quality, AI adoption, and management practices across leads and managers.
- Metrics and reporting: Define and track department-level metrics (throughput, quality, retention, hiring); report to the Director and stakeholders as needed.
- Incidents and escalations: Own operational and people escalations; involve the Director for strategy, product, or customer-facing decisions.
Partnership with the Director
- Execute on strategy: Turn department strategy and product priorities into clear goals, milestones, and team-level objectives.
- Filter and triage: Handle routine operational and people-management detail; bring only strategic, product, or customer-critical items to the director.
- Feedback loop: Provide the Director with structured input on team health, risks, and opportunities to inform strategy and roadmap.
