Senior Engineering Manager

Job title:

Senior Engineering Manager - Billing

Reports to:

Director, Engineering

Department:

Central Services

Location:

Remote

Grade:

22

About Priority:

Our vision in Product \& Technology is to engineer the world's most resilient, AI-native financial ecosystem that empowers businesses to transcend table-stakes and lead the Agentic future, where every financial transaction is intelligent, every developer is accelerated, and every experience is unified.

At Priority, we are building the Priority Commerce Engine, a unified platform that enables businesses to collect money, store money, lend money, move money, and build modern commerce experiences at scale.

About the Role:

Senior Managers at Priority lead a mix: you manage other managers (Managers or Team Leads, or both), and you often continue to manage one or more teams and their engineers directly yourself. Managing other managers is what makes this level distinct from Manager — it's the point where indirection becomes a real mode of leadership alongside the direct management you may continue to do. The scale you cover is multiple teams within an area, and the newly-yours craft is making those teams perform consistently — through the leaders you develop and the standards you hold across the scope.

You own the area's business, customer, and OKR/KPI alignment across your teams — in partnership with your peers at this level in Product Design and Product Management. You and your Product Design and Product Management peers at the multi-team scope are the area's leadership trio. Together you make sure the area's OKRs and KPIs ladder up coherently across teams and up to the workstream, and that the "why" behind the work is consistent across teams. Business fluency doesn't slip when it isn't you in the room — the Managers and Team Leads under you carry the trio partnership at team level the way you carry it at the multi-team level, because that's the standard you set and hold.

You drive AI-native transformation as a consistent standard across your teams — not as an option each team adopts at its own pace. Agentic PDLC adoption is measured, coached toward, and held to the bar across the teams in your scope.

Developing leaders is the new multiplier of the job — and you keep developing the engineers on the team(s) you run directly. Managers and Team Leads under you grow measurably. Engineers on the team(s) you manage directly grow into and beyond their levels, and some grow past your scope into bigger roles.

What You’ll Do:

• Develop the Managers and Team Leads who report to you — they grow measurably because of you; managing other managers is a real craft you actively practice.
• Directly manage engineers on at least one team yourself, with the same hiring, performance, and team-health expectations as a Manager, when scope calls for it.
• Keep hiring and performance bars consistent across teams in your scope.
• In partnership with your peers at this level in Product Design and Product Management, own the area's understanding of the customer, the business, and the OKRs and KPIs the area's teams are measured on; make sure those OKRs and KPIs ladder up coherently.
• Set and hold the standard for business fluency across teams — the Managers and Team Leads under you carry the trio partnership with their Product Design and Product Management peers at team level the way you carry it at the multi-team level.
• Align delivery across teams; sequence cross-team dependencies so the commitments those teams make to business partners, stakeholders, and customers hold.
• Balance investment across teams against priority — not the loudest voice; consolidate duplicated effort.
• Make sure delivery, quality, and reliability practices are consistent across teams — the slowest team gets help, not blame.
• Lead during cross-team high-pressure moments — major incidents that span teams, multi-team escalations, critical multi-team deliveries — regardless of time of day, day of week, or weekend.
• Make sure no team in your scope has a single-human point of failure — including at the leader level.
• Root-cause systemic defect patterns across team boundaries; the same incident class doesn't recur in a second team.
• Run the semi-annual Skills \& Knowledge Assessment for the engineers you directly manage; oversee the Managers under you running it for their reports — scores roll up into the workstream EMM score.
• Drive AI-native and Agentic PDLC adoption as a standard across teams; consolidate shared tooling friction into platform tasks backed by evidence.
• Keep ADR (architecture decision record) practice the norm; respect and amplify the Staff\+ engineers' architectural ownership across teams.
• Develop the next generation of leaders — Team Leads who become Managers, Managers who become Senior Managers.

What Success Looks Like:

• Your teams' delivery and maturity are consistent, not lumpy.
• The Managers and Team Leads under you cite you as a reason they grew; the team(s) you manage directly perform at least as well as the teams led by your direct-report leaders.
• The area's OKRs and KPIs ladder up coherently; every team's contribution is visible; business fluency is consistent across teams because you set and hold the standard.
• You and your Product Design and Product Management peers at multi-team scope operate as a real trio; the Managers under you operate the same way at team scope
• Cross-team commitments to business partners, stakeholders, and customers hold; fixes propagate across teams instead of staying local.
• No team in your scope has a single point of failure you haven't addressed — including at the leader level.
• Customer and business outcomes across your teams move on your watch — not just system metrics.
• AI-native practice is consistent across your teams — daily, judgment-driven, no nagging required.
• Engineers and leaders grow into and beyond their levels because of you.

What We're Looking For:

• Roughly 10–15 years of relevant experience, with real experience managing managers — not just multi-team scope, but people-managing people-managers as an active craft.
• A record of leading a full team well (hiring, performance, delivery, growth) and of developing other leaders who then led well themselves.
• Hybrid leadership credibility — comfort managing other managers while also running a team directly, without favoring one mode and neglecting the other.
• Multi-team coordination experience — shared standards and cross-team commitments that held under pressure.
• Demonstrated partnership with Product and Design peers at multi-team scope as a real trio — joint ownership of area-level OKRs and KPIs.
• Comfort and credibility leading through cross-team crises — multi-team outages, cross-functional escalations, critical multi-team deliveries — regardless of hour.
• Coaching and delegation as demonstrated strengths — impact through others, not presence.
• Experience driving engineering-practice change (AI-native, quality, delivery) consistently across multiple teams.
• Honest, direct communication — willing to have hard conversations early at both the IC and the leader level.

Nice to Have:

• Experience leading multi-team engineering organizations within fintech, payments, lending, or other regulated financial systems.
• A track record of measurably improving how multiple teams work together at scale — visible gains in delivery, quality, developer experience, or on-call health, sustained past your tenure.
• Bachelor's degree in Computer Science, Engineering, or a related technical field — or equivalent practical experience.
• Advanced degree in a relevant technical discipline (e.g., Master's or PhD).

Work Environment \& Culture:

We believe that performance and experience go hand in hand -

an exceptional employee experience is earned through contribution

. We are a results-driven team, grounded in our core values: ownership, authenticity, service, trust, innovation, and camaraderie.

Our culture is built for those who want to make an impact. We challenge each other to grow, celebrate progress, and support one another through shared goals and real connection. Whether you're building technology, serving clients, or supporting internal teams, you’ll be part of a company that empowers you to perform at your best and be known for results.

Compensation and Benefits:

Compensation range:

$202k - $230k

We invest in the whole employee - personally and professionally. Our benefits package is designed to support your well-being, growth, and success - both inside and outside of work.

Financial Wellness

• Bonus programs
• 401(k) match
• Employee Stock Purchase Program (ESPP)
• HSA and FSA options
• Financial wellness resources and employee discount programs

Health \& Well-being

• Medical, dental, and vision coverage
• Mental health support for employees and dependents through Lyra Health
• Family planning and women’s health benefits through Carrot
• Gym membership reimbursement and virtual wellness programs (including yoga)

Time Off

• 3 weeks PTO to start, with unlimited PTO after year one

Growth \& Development

• Education expense reimbursement
• Leadership development programs
• Certified Payments Professional (CPP) certification support

We believe great performance starts with feeling supported - and we’ve built our benefits with that in mind.

Traditional Physical Requirements:

• Requires prolonged sitting, standing, bending, stooping and stretching.
• Requires the ability to lift 10 pounds.
• Requires eye-hand coordination, manual dexterity and a normal range of hearing and vision (with or without correction).

Join our team at Priority Technology Holdings, Inc. and be part of a dynamic and innovative company that is transforming the financial technology landscape. Together, we can shape the future of payments and banking solutions while providing unmatched value to our clients.