Engineering Manager - Member Experience

Omada Health is on a mission to bend the curve of chronic disease.

Job Overview:

We are hiring an Engineering Manager to run a squad that builds Omada's Member-facing systems. A squad owns problems from prototype to production, including the maintenance and the on-call rotation for what it ships. You own that squad: what it works on, in what order, and how the people in it grow.

As an Engineering Manager, you ship code alongside your Builders. You own the execution and will run the squad’s rituals: iteration shaping, prioritization, backlog grooming, and estimation - these are your calls. Owning the call means having a point of view on the tradeoffs behind it, and partnering with your stakeholders to work through the problems that surface along the way.

You partner closely with a Product Strategist who spends their time in front of members, coaches, and stakeholders, and who prototypes to test ideas quickly. They own what the squad should build and why. You own whether the squad can deliver it, at what cost, and by when. You set the quality bar and the operational standard for your squad and will be empowered by both tooling and adaptable processes to hold it.

About you:

You are comfortable being accountable for what your squad ships. You still write code, and you want to. This role ships production work every sprint, off the critical path, in the same codebase and the same agent workflows as your squad, so you feel the friction your people feel first-hand.

You are a product engineering leader: you are opinionated about the product you own. You understand the why behind its existence, and you own the what and the how. You are respected technically, but you do not need to be the strongest engineer in the squad. Your work stays off the critical path for exactly that reason, so the squad never waits on a merge request you did not get to because a people conversation ran long.

You are opinionated about where AI-assisted development helps and where it creates rework, and that view comes from doing the work rather than reading about it.

Above all, you are enthusiastic about providing the best possible care for our members, and about building the best engineering team of your career.

What you'll be doing:

Own the squad's delivery. Sprint shaping, prioritization, backlog grooming, and estimation. Make the calls, write them down, and be accountable for them.

Own cycle time . This is yours to improve, not at the expense of quality, and yours to explain when it changes.

Ship code. Production work every sprint, off the critical path, using the same agent workflows your squad uses. This is what earns you the standing to review their work and the credibility to defend the model.

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 your engineers. Omadans care about each other: we believe everyone can grow, and you will provide your reports with the best leadership they have ever experienced.

Own the operational health of your squad. On-call rotations, MTTR and post-incident analysis are shared work you lead.

Escalate early, often, and precisely. You bring tradeoffs, you use your engineering and product taste backed by data to come up with recommendations.

Hire the new generation of AI-augmented Omadans. We believe in co-intelligence: we will continue hiring amazing humans, and show them why they need to build a career with us.

What you need for this role:

6+ years in software engineering, including at least 2 years managing engineers, or equivalent experience leading delivery for a team you were accountable for.

A track record shipping mission-critical software to production, and living with it afterwards. We all make mistakes; what sets you apart is that you own yours and turn them into something better.

Experience owning prioritization and estimation for a team, including saying no, not now, and explaining why.

Experience giving direct developmental feedback, and at least one case where you managed someone through underperformance with real support attached.