Senior Engineering Manager

Parloa's ambition is to become an iconic AI Platform company serving Fortune 2000 enterprises, an opportunity that presents itself once-in-a-quarter-of-a-century. With global enterprise customers, we are already proving the impact of our Agent Management Platform (AMP), which is evolving into the AI Agent Management layer for enterprise AI transformation. We are building Europe's leading engineering organization to set the global benchmark for engineering excellence.

Our mission is clear: deliver robust, enterprise-grade, resilient, and reliable AI solutions at speed. In a fast-moving market where sales cycles for multimillion-dollar deals can be as short as 1-2 months, speed is our currency. We are competing head-to-head with the big-tech companies and fast-moving AI-native startups.

Our engineering organization is structured into Customer Experience Automation (CXA), Product Platform, and Technology Platform together delivering a Composable Customer Experience Platform built from Packaged Business Capabilities (PBCs). Think AWS-like granularity, but built to empower enterprises with speed, flexibility, and resilience.

A Senior Engineering Manager at Parloa does the same job as an Engineering Manager, at a bigger and harder scope. You own delivery and business outcomes for a large team, for two or more teams, or for a domain whose work spans several teams. Sometimes the scope is defined by size; sometimes it is defined by difficulty, such as a problem area where the technical and organisational complexity is genuinely hard, and where getting it right matters to the company's roadmap.

What changes at this level is altitude and durability. You communicate credibly to Directors and VPs without your manager in the room, framing recommendations and trade-offs rather than reporting status. You own the narrative for cross-functional work that travels beyond your teams. You take the conversations that Engineering Managers escalate to you - performance edge cases, prioritisation conflicts between teams, hard disagreements with peers - and you resolve them. And you are building the next layer of leaders: the tech leads who will become EMs, the senior engineers who will become Staff.

You are not primarily a manager of managers. Some Senior EMs move that way, on the path to Director, but most do not and this role does not require it. The people work gets harder at this level, not lighter.

Areas Of Ownership

• Own delivery across a multi-team or multi-domain scope. Set milestones, critical path, and quality gates. Manage cross-team dependencies actively rather than reporting on them. Hold a consistent bar for Definition of Done and quality across the scope.

• Set strategy and roadmap with Product, not unilaterally. Frame engineering investment in commercial terms - revenue, retention, margin - and surface customer and market signals into the plan.

• Own the narrative for cross-functional initiatives. Stakeholders walk away aligned, not merely informed. Author durable artefacts - plans, RFCs, escalation memos, postmortems — that still stand up months later and travel beyond the people in the room.

• Create the conditions for coherent technical direction. Partner with Staff+ ICs to shape the technical agenda and own tech debt strategy across your scope. Champion experimentation and prune low-signal bets early. Codify and share the learnings from failures.

• Hold operational discipline to a consistent standard. On-call, incident response, and postmortem practice across your