Senior Engineering Manager - Mendoza

Built Technologies is looking for a Sr. Manager of Software Engineering to join our team in Argentina.

The Sr. Manager, Software Engineering leads 1–3 engineering teams with 5–15 engineers, serves as the technical decision-maker and delivery leader for their domain, and manages other engineering managers (manager of managers). This is a senior engineering leader who combines deep technical depth with the organizational skills to develop managers, drive complex technical decisions, and ensure Built’s engineering organization delivers with quality, predictability, and cultural integrity.

Our Guiding Principles

Be Bold.  We pursue the biggest problems in our industry, challenge assumptions others take for granted, and take calculated risks to get there. We don’t hide behind consensus or committees. Playing it safe is just failing slowly.

Help Customers Win.  We learn our customers’ businesses deeply — how they think, how they deploy capital, what keeps them up at night. We treat their capital like our own. We ship leverage, not features. And we measure ourselves by customer results, not our intentions.

Move with Urgency & Purpose.  We bias toward delivery over perfection, remove friction from our own paths, and communicate in real time. Momentum compounds — and we build it every day.

Own the Outcome.  We own outcomes, not just tasks. We hold a high Say:Do ratio and take responsibility from idea through impact. When something breaks, we fix it — we don’t wait to be asked.

Never Satisfied.  We raise the bar continuously. We stay curious, hold exacting standards, debate hard, and hold our opinions loosely when the evidence shifts. Excellence is a habit, not an event.

What You’ll Do

Lead 1–3 engineering teams — serving as technical leader, decision-maker, and accountability structure for their delivery, quality, and culture.

Manage other engineering managers, supporting their growth as leaders and holding them accountable for team outcomes — you develop managers, not just engineers.

Drive complex technical choices — holding your teams to the Built engineering bar, contributing to the Reference Architecture, and ensuring technical debt is addressed with the same rigor as feature delivery.

Slice product problems into small, valuable, end-to-end deliverables or experiments with the engineering teams that will deliver the work.

Partner with Principal Engineers and Product Managers to translate product problems into documented, diagrammed technical solutions that teams can execute against.

Deliver on time with integrity — ensuring your teams can consistently and predictably deliver improvements, iterations, and innovations without sacrificing quality.

Resolve 1–2 high-impact or high-complexity engineering challenges per sprint, keeping teams focused and unblocked by being hands-on when the situation demands it.

Ensure the health and culture of engineering teams — advancing Built through the growth of people and the progress of teams, not just the delivery of features. Own a meaningful departmental budget ($250K–$1M).

What You’ll Bring

8–12 years of hands-on software development experience, with 2–5 years managing software engineering teams including demonstrated experience managing managers.

Technical depth equivalent to a Sr. Staff Software Engineer — you have the architectural judgment and engineering credibility to drive complex technical choices alongside your most senior engineers.

A track record of building and scaling high-performing engineering teams in a SaaS environment, with demonstrated ability to develop managers and create a culture of technical excellence.

Strong Agile delivery experience; Scrum Master experience is a meaningful differentiator.

Full-stack development experience; prior SaaS experience is strongly preferred.

Excellent cross-functional communication — you partner with product, design, and business stakeholders and represent engineering’s needs, constraints, and capabilities clearly at every organizational level.

What Success Looks Like at Six Months

The engineering managers in your organization are performing at a high level: their teams are delivering reliably, their engineers are growing, and you are coaching them as leaders, not directing their daily decisions.

Complex technical decisions in your domain are being made with the right people, the right information, and the architectural rigor Built expects.

Your teams are delivering consistently — sprint commitments are met, technical debt is managed, and the quality of what ships reflects Built’s engineering bar.

You have driven at least one significant improvement to engineering process, delivery quality, or technical standards that has measurably improved how your teams operate.

Product and executive partners describe your domain as one of the most reliable and technically strong parts of Built’s engineering organization.

AI & Technology Expectations

Leverage AI tools to enhance the productivity, quality, and speed of your work.

Use AI to support drafting, analysis, summarization, and problem-solving across your role.

Identify opportunities to streamline workflows and reduce manual effort through automation and AI.

Apply AI to sharpen decision-making and strengthen strategic insights.

Share effective AI use cases and best practices with your team.