At Wistia we believe that every person in every business will use video to communicate every day, for asynchronous as well as live communication. It will feel as fluid and natural as it does to text or call someone today, but even more personal and human.

This reality is still a ways off, but we're super excited to help the world get there faster through simple and delightful video-focused products.

We're looking for an Engineering Manager to oversee two product teams (3-5 people each) who will ensure that we:

  • Set every product team up for success. From ideation and design to implementation and testing, it's critical that every team is staffed with the right people and has systems and processes that help everyone focus on the core problem. An astute manager, knowing that engineers are mostly heads down in their daily work, is proactive in thinking about and providing these things for the team.
  • Help people help themselves. People rely on their manager for help when they have a question or a problem. Competent managers give helpful answers, but great managers teach people how to find those answers themselves. We prefer managers who treat problems as teaching moments, and who take more pride in seeing their employees grow than in knowing all the answers themselves.
  • Teach people how to think. It's easy to rattle off a bunch of rules and constraints to an engineer and get back something that meets a specification. But if the people doing the work don't understand where those guidelines came from, they'll miss the nuance, and that will show in the final product. Our philosophy is to teach every employee what is important to the business. This way, we can embrace their ideas and creativity, trusting them to exercise restraint and good judgment in accordance with our company strategy.
  • Hire great engineers. We are nothing without our people. Wistia's product demands excellence in both form and function, and it's a rare breed of engineer who is fully committed to both of these things. It's an even rarer breed who is also delightful to work with and who levels up everybody around them. We're growing, but we're doing so sustainably (read: 25% YoY, not 250%), so we have a luxury that very few tech companies have: we get to be picky in our hiring. We expect our managers to take advantage of this and build a high performing, diverse, inclusive, world-class team.
  • Think from first principles. We are working to make video experiences massively better than they are today. Copying competitors and implementing the Hacker News approach du jour will never get us there. We need engineers who work to understand the fundamental truths and constraints of video and the web, and who exploit those things to build great products and features that nobody else is thinking about. This is a very different approach than most companies take, and it requires a manager who is capable and eager to coach people to think in this way.
  • Give helpful, individually-tailored feedback. High performers crave advice on how they can improve their work. This requires not only open and honest communication, but also thoughtful and deliberate messaging. For example, in order for a performance review to be helpful, a manager must distinguish between feedback that's important and feedback that is merely accurate. Additionally, great managers build a rapport with each employee and develop an understanding of how each person is motivated, so that they can frame feedback optimally for each person.
  • Give timely feedback. If an engineer unknowingly makes a snippy remark, shooting them a two-sentence email at the end of the day is likely not a big deal to anyone. But if you wait a month to do it, and now there are a litany of examples, the engineer has to sweat having done something wrong for several weeks. Making feedback timely is as important as the feedback itself!
  • Up our company's management game. Just as we need engineers who prod at the fundamental truths of technical problems, we need managers who do the same for team problems. Part of being a different kind of company means being open to different kinds of management and process. It's great to read management books, or know capital-A Agile, but there is no substitute for thinking for yourself and making a strong case on the merits for the best way to do something.
  • Write eloquently. Whether it's a quarterly roadmap or a design document, the most important communication gets written down somewhere. Great writing leaves readers with a clear picture of what is being proposed, and an unmistakable position of where the author stands on it (and usually, why they feel that way). We expect everyone to communicate proficiently in writing, and to take the time to reduce a message to its simplest and clearest form.
  • Keep ourselves in check. All these things you just read? We work really hard at them. But sometimes we get distracted, or overreact in a moment of difficulty, or have a wrong instinct. We need a manager who, when they see someone go off course, makes it their own responsibility to convince the person of the shortcoming, whether that person is a brand new contributor or the CEO.

The type of business we’re building:
We work hard to ensure Wistia is an inclusive and diverse place where everyone feels happy, fulfilled, respected, comfortable, and welcome.  We want you to grow, contribute, and have fun here! We know the biggest investment we can make is in our employees, so we provide:

  • A competitive salary
  • 401k with 3% company contribution, regardless of whether you make contributions
  • Flexible hours
  • Fully paid healthcare, dental and vision coverage for you and your family and a healthcare FSA
  • Up to 12 weeks paid family leave
  • Flexible vacation and sick leave
  • Transportation subsidies
  • A convenient office just south of Central Square in Cambridge, MA. We're right on the Red Line, surrounded by great restaurants, parks, and even a dog park

If this sounds exciting to you, we hope you'll get in touch, so we can continue to build a great company and product together!

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