Omada is a virtual care solution with personalized chronic disease management programs designed to adapt to every member. Check your eligibility today! Backed by NEA, Norwest and a16z.
About the role
We are hiring a Senior Engineering Manager to own a significant piece of Omada's Member-facing surface. You own what gets built, in what order, and how the people building it grow. A squad owns problems from prototype to production, including the maintenance and the on-call rotation for what it ships. At this level you own more than one, which means the hardest calls you make are the ones about where capacity goes when two good things want it at the same time.
What they're looking for
- Own cycle time. Yours to improve, not at the expense of quality, and yours to explain when it changes, including why one of your squads is slower than the other
- Partner with your Product Strategist. They own what the squad builds, you hold the line between their scope and yours so the squad never has two people answering the same question differently
- Grow a manager. If an EM reports to you, their growth is your work product. Their squad's health is the evidence
- Plan the team you need next year, not just this quarter. Headcount, skill mix, and the onboarding path that gets a new builder productive in an agent-heavy codebase in weeks rather than months
- Set the AI standard past your own boundary. Write down what good looks like, teach it, and measure whether it stuck. Other squads should be able to use what you built without you in the room
- Take on the problem that is nobody's. You will find things that slow down engineering broadly. Some of them you should pick up, organize, and close out with your peers
More about this role
Omada Health is on a mission to bend the curve of chronic disease.
We are hiring a Senior Engineering Manager to own a significant piece of Omada's Member-facing surface. You own what gets built, in what order, and how the people building it grow.
A squad owns problems from prototype to production, including the maintenance and the on-call rotation for what it ships. At this level you own more than one, which means the hardest calls you make are the ones about where capacity goes when two good things want it at the same time.
You stay technical. You are in the codebase and in the same agent workflows your builders use, close enough to review architecture, catch a weak design, and be useful in an incident. Where you manage directly, you ship production work off the critical path. Where you manage through someone else, that person's growth is your work product.
You partner with Product Strategists who spend their time in front of members, coaches, and stakeholders, and who prototype to test ideas quickly. They own what gets built and why. You own whether it can be delivered, at what cost, and by when, and you are senior enough that your answer shapes the roadmap rather than just...
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