About us
Swypex is a platform designed to simplify business finances by providing tools for seamless payments, streamlined invoice management, and access to working capital. Our solutions help businesses gain greater control and insight into their financial health, allowing them to focus on growth. We are dedicated to empowering organizations with innovative financial tools that drive efficiency and success.
Role Description
We are hiring an Engineering Manager to lead our engineering team in Cairo, a small, high-caliber group working across backend, frontend, mobile, and data. You will own the development, performance, and day-to-day experience of the team, and partner closely with senior leadership on how the team operates and grows.
This is a hands-on leadership role. You will spend most of your time with your team: coaching engineers, running 1:1s that move careers forward, raising the hiring bar, shaping culture, and making sure the team is set up to do its best work. You will be the person engineers look to for clarity, support, and feedback, and the person senior leadership relies on to keep the team strong, engaged, and shipping well.
We are looking for someone with strong judgment, a high standard for what good engineering teams look like, and the maturity to operate with significant autonomy.
What You Will Own
- The growth of every engineer on the team. You will run 1:1s that matter, build individual development plans, give the kind of feedback engineers remember years later, and make sure no one on this team is coasting or stuck. Every engineer should leave this team a stronger engineer than they joined.
- Performance management. You will set clear expectations, hold people to them, recognize excellent work, and address underperformance early and with care. You will run performance reviews that are honest, calibrated, and useful, not bureaucratic theater.
- Engineering culture in Cairo. Standups, retros, on-call hygiene, code review norms, how the team handles incidents, how new joiners are onboarded, and how the team celebrates wins. The texture of daily life on this team is yours to shape.
- Retention and engagement. You will know how every engineer on the team is doing professionally and personally, and you will act before small issues become resignations. You will be the person engineers go to when something is wrong, and you will fix it.
- Operational excellence of the team. You will work with senior leadership on roadmap commitments and deliver health, making sure the team is set up to ship reliably without burning out.
What You Will Do
- Run weekly 1:1s with every direct report focused on growth, blockers, and the things people will not say in a group setting.
- Build a career framework for the team if one does not exist, and use it. Promotions should be earned, predictable, and defensible.
- Coach team members on communication, scoping, stakeholder management, technical writing, working with product, and operations.
- Run regular skip-levels and team health checks; surface what you learn to senior leadership with proposed actions, not just observations.
- Represent the engineering team to the rest of the company, product, operations, finance, and people with credibility and clarity.
- Partner with senior leadership on delivery: scope, sequencing, capacity, and risk, making sure the team has what it needs to execute.
What We Are Looking For
- Significant experience leading and developing software engineering teams.
- A demonstrable track record of growing engineers: people you have managed who went on to senior, staff, or leadership roles, and can credit you as part of why.
- A high bar for hiring and a strong opinion about what good looks like at every engineering level.
- Comfort with directness. You can deliver hard feedback, address underperformance, and have the difficult conversation early.
- Excellent written and verbal communication. You can write a performance review, a hiring rubric, a team update, and an incident postmortem at the right level for the right audience.
- Strong technical literacy enough to be credible with engineers, engage meaningfully on trade-offs, and earn the team's trust.
- Operational instincts. You notice when standups feel off, when code reviews are slowing, when one person is doing too much, when morale is dipping, and you act.
- Personal accountability. You measure yourself by the trajectory of the team, not by activity.
