Software Development Manager

General Software Development Mill Creek, Washington, United States

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Summary

Accomplished Software Development Manager with 16 years of progressive experience spanning low-level systems engineering at NVIDIA to leading high-impact distributed systems at Amazon/AWS. Proven expertise in managing mission-critical infrastructure serving 100,000+ requests per second with high availability. Track record of building and scaling engineering teams, driving technical excellence, and delivering multi-year strategic road-maps across Identity, Advertising, Cloud Services, and Graphics Driver.

Expectations

I'm responsible for both the technical strategy and the people side of things. I own the overall architecture and technical direction for my team's services, which means I need to stay hands-on enough to make good decisions about how we build things, what technologies we use, and how our systems need to scale. I'm diving into design reviews, helping the team think through complex problems, and making sure we're building things the right way not just fast, but sustainable and reliable for the long term.
On the people side, a huge part of my job is building and growing the team. I'm hiring engineers, doing performance reviews, having regular 1:1s, and really focusing on career development. I need to create an environment where people can do their best work and grow into better engineers or future leaders themselves. Mentorship is a big deal I'm constantly working to raise the technical bar across the team and help people level up their skills.
I'm also accountable for delivery. I need to build out roadmaps that span multiple quarters, figuring out what we're building and when, while balancing new features against paying down technical debt and keeping our systems healthy. There are always competing priorities and dependencies with other teams, so a lot of my time goes into coordination, communicating status to leadership, and making tradeoffs when we can't do everything at once.
The operational side is critical too. My team's services need to hit our availability and performance targets, so I'm making sure we have good monitoring, solid on-call practices, and that we respond well to incidents when things break. And throughout all of this, I'm partnering with Product Management to understand what customers need, working with other engineering leaders on shared initiatives, and advocating for the investments my team needs to be successful. It's really about delivering impact through the team while developing both the technology and the people.