Engineering Manager

About this role

🏆 What's the opportunity? Air freight carries less than 1% of world trade by volume and more than a third of it by value, around $22.7 billion of goods every single day. It's how a vaccine reaches a clinic before it spoils, how a semiconductor arrives before the production line stops, and how a retailer restocks a continent away in three days instead of five weeks. When speed is the whole point, freight flies. Somebody has to price it, book it and move it, and that work is still done largely by hand, in inboxes and spreadsheets. For eight years we've been building the data infrastructure underneath it: direct integrations with 75 airlines, the top ten ocean carriers and dozens of GSAs, used every day by 30,000 freight forwarders across 172 countries to hold their rates, price their business and book their freight. In 2026 we acquired Cargofive, and cargo.one now spans air and ocean, the two modes that carry international trade. That foundation is what makes the next part possible. In March 2026 we launched the industry's first AI-native operating system for multimodal freight:one workspace where freight teams and AI agents work side by side across rate management, procurement, quoting, booking and support. Crane Worldwide and Yusen Logistics are rolling it out across their global operations. AI-led engineering is how we build. Engineers write specs and acceptance criteria, agents do much of the implementation, and the engineer owns the architecture, the review and what ships. We're backed by Index Ventures, Bessemer, Creandum, Point Nine, Next47 and Lufthansa Cargo, which has been an investor in us since 2018. 🚀 What makes this role different This is an engineering management job for a team where agents do much of the implementation. That changes the job. When producing code gets cheaper and faster, the bottleneck moves. Throughput depends more on how well engineers define the problem, direct the agents, review what comes back and tell a plausible answer from a correct one. You'll lead our engineers: what they ship, how good it is, how fast they move, whether the people are growing, and how quickly the team gets better at working AI-led. A lot of what engineering managers know about pacing, estimating, reviewing and measuring a team was calibrated for a different bottleneck. Working out what good looks like now is part of this job. Today, engineers direct agents on their own work. That's where we are, but it's not the end state. We're building toward fleets of agents that work on their own inside guardrails and harnesses we design, while engineers move up to setting direction, reviewing what comes back, and owning what ships. Part of your job is helping the team get there while keeping the quality bar high . This is also a player-coach role. You'll stay close enough to the code to keep your judgment sharp and your technical credibility current, while the engineers you lead and what they deliver remain the focus. 🧭 What we're looking for — the part that isn't negotiable You get more from growing people than from being the smartest person in the room. You've watched someone you managed become better than you at something and enjoyed it. You run real one-to-ones, not status meetings. You give hard feedback early and kindly, and you've done the hard version more than once. You think in systems. Teams are systems too. You can see why delivery is slipping without needing someone to tell you, and you fix the process rather than working harder inside a broken one. You're excited about the business. You want to know what your engineers' work is worth and what it does for the customer paying us. You can explain that to them so their work has a point beyond the issue they're closing. You work at eye level with Product. You co-own what gets built and when, push back on the brief, and don't treat "Product decides, Engineering delivers" as a healthy way to work. You want to be in the room with customers. Freight forwarders and airlines, dir

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