SAIC is seeking a Software Engineering Team Manager to join the Joint Range
Extension (JRE) software development team. This is a remote role within the U.S.
You'll be leading a fully remote team that is spread across the continental
United States.
JRE is a combat-proven datalink gateway that plays a vital role in the defense
of the U.S. and our allies by extending the reach of tactical data across the
battlespace and around the globe. As the manager for this team, you'll be
directly responsible for the growth and effectiveness of the engineers who build
it. You will manage an established, high-performing team of 8 to 10 software
engineers spanning a range of experience levels, career stages, and specialties,
within the larger JRE software development organization, working closely with
engineering leadership, product management, software architecture, and systems
engineering.
You will report to the manager of JRE software development, who is bringing this
role on to put dedicated leadership closer to the engineers. The team's
engineers are your direct reports, and you own their reviews, their development,
and their day-to-day leadership. Expect real latitude in how you lead them, a
manager who wants decisions made close to the work, and a growing share of
hiring as you establish yourself.
We are looking for a leader first. You should be able to hold your own in
technical discussions and earn the respect of senior engineers, but your primary
craft is people: developing them, aligning them, and clearing what stands in
their way.
You are accountable for the team that delivers the work, including its
capability and engineering practices. Product management sets the team's
priorities and a dedicated product owner runs sprint planning, and both will
look to you as a close partner in that work.
JOB DUTIES:
People Leadership and Development
Hold consistent, substantive one-on-ones, build a development plan with each
engineer, and create the assignments and opportunities that move them toward
it
Give direct, timely, specific feedback in a way that makes clear you are
invested in the person receiving it, and ask for the same about your own
leadership
Own performance management for your reports: goal setting, reviews,
compensation input, recognition, honest intervention when performance falls
short, and advocacy in promotion calibration
Coach rather than rescue. Resist the pull to solve problems that would teach
someone more if you left them to it
Develop and sponsor the team's future leads and senior technical contributors
Team Culture and Engagement
Build the trust and psychological safety that let engineers admit mistakes,
ask for help, disagree openly, and treat setbacks as information rather than
blame, none of which happens on a remote team without deliberate effort
Connect the team's day-to-day work to the mission it serves, so every
engineer understands why their work matters to the warfighter and to the
program
Encourage disagreement about ideas and drive it to real commitment instead of
false consensus, running decisions so the best thinking on the team surfaces
Watch how work is distributed so the team's pace stays sustainable, and
notice when someone is isolated, disengaged, or struggling
Build an inclusive team by setting norms that work across time zones and
working styles: protected overlap hours, written updates that don't require
everyone online at once, fair meeting times, and decisions recorded where
people can find them later
Delivery and Execution
Own the team's ability to execute against the priorities and sprint plan it
is given: staffing, skill coverage, workflow, and the engineering practices
that keep delivery predictable, including code review, test automation,
CI/CD, definition of done, and release readiness
Give product management and the product owner a clear read on the team's
capacity and staffing risk, and take part in sprint planning and the team's
other ceremonies, coaching the team to own its commitments
Relay what the team is seeing about technical debt and modernization needs to
product management, the architects, and program leadership
Remove impediments, dependencies, and organizational friction on the team's
behalf, and surface schedule, staffing, and technical risks early with
options attached
Take part in incident reviews and post-mortems, keeping the analysis
blameless, and hold the team to its program obligations for security,
compliance, and documentation
Collaboration and Communication
Communicate candidly in both directions: leadership's intent and context to
the team, and an accurate, well-organized picture of the team's work,
concerns, and needs to your manager
Contribute the team's perspective alongside your manager, the architects,
product management, and systems engineering, and build strong working
relationships with program management, quality, security, and government
stakeholders
Navigate high-stakes, emotionally charged, or contentious conversations,
whether with individuals, across teams, or with customers, and resolve
interpersonal and cross-team conflict early and directly
Run effective meetings and write clearly, explaining technical concepts in
terms non-technical audiences can follow and defaulting to writing over
meeting when that serves a distributed team better
Hiring and Team Building
Partner with your manager on hiring for the team: interviewing, evaluating
candidates, and keeping strong ones engaged, taking on more of it over time
Contribute to the team's interview process and hiring bar, weighing how a
candidate works with others alongside their technical ability
Lead onboarding so new engineers reach real contribution quickly and feel
part of the team, and advise on team composition, skill gaps, and structure
as the program's needs change
SAIC® [http://www.saic.com/] is a premier mission integrator focused on
advancing the power of technology and innovation to serve and protect our world.
Our robust portfolio of offerings across the defense, space, intelligence, and
civilian markets includes secure high-end solutions in mission IT, enterprise
IT, engineering services, and professional services. We integrate emerging
technology, rapidly and securely, into mission critical operations that
modernize and enable critical national imperatives.
We are approximately 23,000 strong; driven by mission, united by purpose, and
inspired by opportunities. SAIC is an Equal Opportunity Employer. Headquartered
in Reston, Virginia, SAIC has annual revenues of approximately $7.3 billion. For
more information, visit saic.com [http://www.saic.com/]. For ongoing news,
please visit our newsroom [http://www.saic.com/who-we-are/newsroom/].