Engineering Manager

Job description

About this role

We're looking for Engineering Managers to lead engineering teams across Supabase. Teams range from developer-facing surfaces, core backend services, Platform, EngOps, and Databases. This is a single pipeline for engineering management. As we get to know your background, we'll match you to the team where your experience and interests overlap most strongly. The Engineering Manager is a people, delivery, and technical role. Although we don’t expect managers to contribute to code directly, we do expect you to participate in design discussions and to be involved in setting the bar for engineering quality and best practices. This is a new role at Supabase.

Responsibilities

• Build a healthy, high-trust team culture in a remote-first, globally distributed environment.
• Run 1:1s, performance management, career development, and onboarding for your direct reports.
• Handle people admin (leave, time off, etc.) for your team.
• Own the hiring plan for your team and act as Hiring Manager. First round of interviewer for all roles on the team.
• Partner with Talent Acquisition to source, interview, and close strong candidates.
• Contribute to headcount planning, org design, and the evolution of engineering leadership at Supabase.
• Own the team's roadmap and project management (Linear), driving accountability and clear milestones.
• Manage workflow intake and Slack triage. These are the team’s primary inboxes for cross-team requests. You decide what gets routed where, prioritized, or pushed back on.
• Own the team's weekly updates and keep stakeholders aligned without creating overhead.

Qualifications and requirements

• Have 5+ years of engineering background, with enough depth to be credible with engineers building complex systems.
• Have 3+ years managing remote engineering teams.
• Have managed engineering teams at a cloud, SaaS, or developer tools company. Experience with developer tools or databases is a strong preference, but we'll consider any sufficiently technical background where you can demonstrate the ability to ramp on a new domain.
• Have managed remote, globally distributed teams that work asynchronously across disparate time zones.
• Are technical enough to be credible with strong engineers, but genuinely passionate about people management. This is the work you want to do, not a track you're settling for.
• Build psychological safety and a feedback culture: you give feedback often and in the moment, ask for it back, and create space for the team to do the same.
• Operate as a multiplier. Focused on helping individuals achieve more than they could alone, not on being the best technical voice in the room.
• Coach rather than direct. Remove blockers, connect people to context and resources, and trust your engineers to own how the work gets done.
• Have a real track record of performance management and can speak to specific examples of difficult conversations and how you navigated them.