Responsibilities
- Run the engineering leadership cadence. Own director-level syncs and the leadership rhythm end to end: agenda, documented decisions, follow-through.
- Take over the quarterly OKR and QBR cycle. This sits with the CTO personally today and is the single biggest reason QBR consumes his time. You drive teams to set and update objectives, chase the follow-ups, surface where they slip, and prepare the reviews.
- Keep one live record of leadership decisions and commitments, and chase every one to closure by its agreed date.
- Scan continuously for stalled or ownerless cross-team work — the kind that quietly dies when a delegated project's loop never closes — and bring it back on track with a named owner.
- Drive special projects to a chartered state, then hand them off — and stop holding them. Recent live examples: rolling out a new product-defined work-distribution model and its org-structure documentation; standing up a cross-departmental data team and driving the Analytics-vs-Engineering ownership question to a decision; running vendor selection, procurement, and the CEO-facing business case for an external security-consulting engagement; coordinating an internal AI-agent platform program across several teams; running technical audits, platform evaluations, and tool pilots. You own the coordination, planning, and tracking — the technical substance and the buy-vs-build verdict stay with the relevant engineers and leaders.
- Turn complex organizational and project inputs into concise, decision-ready material for the CTO, the executive team, and board-level audiences.
- Facilitate delegated decisions to closure — documented, escalated when they stall, communicated to the people they affect — so nothing waits on a calendar slot or gets re-litigated. You drive the process; you do not speak for the CTO or make the call in his place.
- Standardize how engineering leadership plans, tracks, and communicates. Build the rituals, templates, and operating rhythm that keep the org coordinated without being prescriptive at the team level.
- Partner across the organization on cross-cutting initiatives, procurement, pilot contracts, and engineering tool budgeting — see the interfaces below.
Requirements
- Engineering-operations / TPM leadership. A track record running the operating system of an engineering organization — most likely as a TPM lead, head of engineering operations, or equivalent. You have owned cadence, planning, and cross-team coordination at org scale.
- Cross-functional delivery. Demonstrated ownership of ambiguous, multi-team initiatives that you coordinated, drove, and landed through influence without direct authority.
- Executive synthesis. A track record of turning raw, complex information into brief, decisive, executive-level material.
- Operating discipline. You build durable systems and follow-up loops, not just meetings.
- Works well with engineers. You operate effectively alongside engineers, EMs, and directors and earn their trust through reliability and follow-through. Enough fluency to follow technical discussions and coordinate them — without needing to be the technical authority or make architecture calls.
- Languages: Fluent English (C1+) and Russian for internal and external technical communications.
Nice to Have
- Prior Chief of Staff, Engineering Operations, or TPM-lead experience reporting into engineering leadership.
- Experience driving operational efficiency in engineering orgs of 100+ people, including use of automation and AI tooling to keep teams lean.
- Procurement, vendor-contracting, or budgeting experience.
- Nonprofit-tech or payments-domain familiarity.
- Familiarity with our environment is an advantage: Node.js/NestJS, React, MongoDB, ClickHouse, Kafka, Cloudflare; PCI DSS 4.0.1, SOC 2 Type II, ISO 27001.
Additional Information
- Location: Poland, Remote
- Language: Fluent in English and Russian
- Our engineering leadership and much of the company work in English across European and US hours.
- At Fundraise Up, AI is a default tool, not an experimental one. We expect every team member to actively use AI in their day-to-day work, identify where AI can change the shape of problems in their function, and grow their fluency as the tools evolve.
- Cross-Department Interfaces: Engineering Directors, Product, Data / Analytics, Executive Team, BizOps, Finance, Legal & IT
- Role Boundaries (What You Won't Do): Administrative Support, Technical Authority, Direct Execution, Final Accountability
- Key Performance Indicators: % of leadership follow-ups closed by their agreed date, Cross-team initiatives with a named DRI and a live checkpoint, OKR freshness, Operational threads removed from the CTO's plate, Stalled or lost cross-team projects surfaced and reactivated per quarter, Initiatives handed off to a permanent owner, % of hand-offs that actually landed
- Benefits: 31 days off, 100% paid telemedicine plan, Home Office Setup Assistance: the company offers assistance with purchasing furniture (office chair, office desk, monitor) and other items to create a comfortable workspace, English learning courses, Relevant professional education, Gym or swimming pool, Co-working, Remote working
