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#hiring Lead Engineer - Program Management, Cincinnati, United States, fulltime #jobs #jobseekers #careers #Cincinnatijobs #Ohiojobs Apply: https://lnkd.in/gM2NdXsJ Job Description Summary Drives initiatives to improve the effectiveness of the Engineering function and interfaces with other functions to provide effective coordination of metrics, dashboards, functional processes, and cross-functional initiative coordination. Responsible for departmental operations planning/execution or is focused on execution of professional activities within a technical discipline. Functions with some autonomy but guided by established policies or review of end results. The job allows modification of procedures and practices covering work as long as the end results meet standards of acceptability

Genuinely recommend this organization. If it's "harder" for larger organizations to improve work by respecting humanity, Nestlé Purina North America sure doesn't show it. One of the few companies that I'd truly recommend for your own growth and joy at work. #continuousimprovement #engineering #respecthumanity #improvework #consciousleadership #cpg #manufacturingexcellence #openjobs

#hiring Advance Lead Engineer- Product Definition, Cincinnati, United States, fulltime #jobs #jobseekers #careers #Cincinnatijobs #Ohiojobs Apply: https://lnkd.in/g36hHnEK Job Description Summary Activities contributing to the design and development of products, solutions and systems. Includes activities linked to technical improvement of existing products and components Responsible for departmental operations planning/execution or is focused on execution of professional activities within a technical discipline. Functions with some autonomy but guided by established policies or review of end results. The job allows modification of procedures and practices covering work as long as the end results meet standards of acceptability

Design systems are booming. The demand for top-tier design system engineers is increasing. From Series A start-ups to Fortune 500 companies worldwide, we are seeing an increased demand for: > Senior, Staff and Principal IC’s > Team Leads > Managers > Directors / Head of Engineering Design systems are becoming a top priority for many companies.

The hardest part of building a "good" tech company, is building a good engineering team. And you cannot build a good engineering team if you don't love the engineering yourself. That is why unlike every other business, most of the successful tech companies are founded by engineers instead of businessmen. Ultimately those engineering-founders turn into businessmen, but the core of the business surrounds heavily around engineers. They are the raw product of a good tech company. The company can have a vision, a plan, and goal to aim for, but if the raw material is not good, the end product is never going to be decent enough. #teambuilding #hiring #engineering #tech

Advancing from a Senior Engineer to a Principal Engineer is a significant career milestone, characterized by higher responsibilities, strategic thinking, and leadership at an organizational level. Here’s how to successfully navigate this transition: 🔹 Mastering Technical Depth: As a Senior Engineer, you already have deep technical expertise. To move forward, you need to further master your domain while also expanding your knowledge to cover multiple technical areas, allowing you to address complex and cross-functional challenges. 🔹 Leading and Mentoring: Transitioning to a Principal Engineer involves not just leading projects but also guiding teams. Mentor junior engineers, share your knowledge, and help elevate the overall technical proficiency of your team. 🔹 Strategic Vision: Develop a strong understanding of the business goals and strategic direction of your organization. Align your projects and initiatives with these goals, demonstrating how technical solutions can drive business success. 🔹 Driving Innovation: As a Principal Engineer, you are expected to pioneer new technologies and methodologies. Lead innovation within your team, and don't be afraid to experiment and push the boundaries of what’s possible. 🔹 Enhancing Cross-Functional Collaboration: Work closely with other departments to ensure that engineering efforts are in sync with overall company objectives. Improve communication channels and build strong relationships across teams. 🔹 Taking Ownership of Complex Projects: Own the most challenging and high-impact projects from inception to deployment. Show that you can handle ambiguity, drive projects to completion, and deliver exceptional results under tight timelines. 🔹 Developing Leadership Skills: Beyond technical prowess, hone your leadership skills. Manage and resolve conflicts, inspire your team, and build a collaborative and inclusive engineering culture. Transitioning to a Principal Engineer role is about deepening your technical expertise, leading with vision and innovation, enhancing cross-functional collaboration, and driving strategic initiatives. Embrace these elements to elevate your career and make a significant impact on your organization! #CareerAdvancement #EngineeringLeadership #ProfessionalGrowth #TechIndustry #PrincipalEngineer

As an Engineering Manager, hiring is a crucial responsibility. Understanding the organization's roadmap and periodically assessing the team's bandwidth are essential to give the engineering team a load expectation for the near future. Planning is necessary to avoid overloading our engineers. When I interview an engineer to join my team, I look for specific signals that indicate they are a good fit: - Skills (top priority, no compromise, not aggressive on specific programming languages) - Reliability (delivering on complex, high-priority items) - Teachability (ability to accept feedback and quickly learn new domains) - Learning pattern (proactivity in learning the ecosystem and technology) - Collaboration (ability to collaborate within and across teams) - Manage ambiguity (effectiveness in managing unclear requirements) - Get things done attitude with accountability. I direct my questions in a way that explains the specific situation the candidate has faced as it holds more weightage than abstract project-level responses. What strategies do you use when hiring for your team? Share them in the comments below. Follow Seetharaman GR to know more on my engineering leadership experience. I'm hiring for my team, apply for the jobs here https://lnkd.in/gEfF93Nr #hiring #engineeringleadership #engineeringmanager #interviewskills #buildingteams

Staff Software Engineer vs Engineering Manager. In most tech companies, Senior engineers often reach a point where we have to decide between two distinctive career paths. Whether to continue as an individual contributor (Staff Engineer) or get into people leadership (Engineering Manager. The choice often depends on our passion and career growth opportunities. A Staff engineer is primarily a tech lead. In this role, one will stay deeply involved in coding, architectural designs and problem solving. They are responsible for tackling complex technical challenges, driving innovation and influencing technical directions of multiple teams as per their capacity. While they don't manage teams directly, they act as a mentor and guide other engineers and ensure the scalability and long term impact of the systems. Often the next roles on this path are usually Principal engineer and Distinguished engineer and this vary from company to company. In contrast, an Engineering manager mainly focuses on people management. They spend more time on team dynamics, career development and ensuring project delivery aligns with business goals. Their success is measured by how well their team performs, grows and delivers results. The next step in this path is usually Senior Engineering manager, Director of Engineering and VP of Engineering, where the focus becomes even more strategic, influencing organizational goals at a higher level. Both paths offer exciting opportunities, but the key is to reflect on our strengths and what we enjoy the most. Which direction would you choose for your next step? #EngineeringLeadership #StaffEngineer #EngineeringManager

Engineering leaders that want their teams to move faster or produce better results should do one specific activity - invest 2-3 weeks with your team time tracking each day and then do a retrospective: 1 - How much time was spent in meetings vs value-added engineering work? (Equally important to define what constitutes the latter!)  2 - How many hours of meetings should have been skipped? Make a guess before you collate the results 🙂 I bet you’ll be surprised. Before you go hiring more people or cost cutting - kill more meetings! Folks that aren’t familiar with Dovetail Product Development may doubt that the value is worth the cost. Yes - we do have best practices, experienced engineers, and specific tools and know how to amplify the effectivity of our work. But even more fundamentally, our team is spending just under 90% of their time focused on engineering, building or testing hardware and doing so in large blocks of time. How do we know? We’ve tracked all our time spent the last 8 months. And we know we win in this category. Plus - why are great engineers talking to us about joining? Because we are hiring great engineers to do engineering 🤯

Transitioning from a Principal Engineer to either an Engineering Manager or Architect is a significant career milestone. This move involves embracing new responsibilities, expanding your influence, and focusing on either strategic leadership or deep technical expertise. Here's how to navigate this journey: 🔹 Broadening Leadership Skills: As a Principal Engineer, you've honed your technical expertise. To become an Engineering Manager, focus on developing your leadership and people management skills. Lead by example, mentor junior engineers, and cultivate a collaborative team environment. 🔹 Deepening Technical Strategy: For those moving towards an Architect role, it's essential to deepen your understanding of system architecture and strategic technical planning. Innovate and design scalable, efficient systems that align with long-term business goals. 🔹 Enhancing Cross-Functional Collaboration: Both paths require strong collaboration skills. For Engineering Managers, this means working closely with other departments to align engineering efforts with business objectives. For Architects, it involves coordinating with various technical teams to ensure cohesive and effective system designs. 🔹 Prioritizing Strategic Projects: As you step into these roles, prioritize projects that have a significant impact on the organization. Engineering Managers should focus on initiatives that drive team productivity and innovation. Architects should choose projects that enhance system performance and scalability. 🔹 Fostering Innovation and Best Practices: Encourage and implement best practices within your teams. Engineering Managers should drive process improvements and foster a culture of continuous learning. Architects should set technical standards and ensure adherence to best practices across the organization. 🔹 Balancing Technical and Managerial Responsibilities: While Engineering Managers lean towards people and project management, they should still maintain a strong technical foundation. Architects, while focusing on technical strategy, should also understand the business implications of their designs. Transitioning to Engineering Manager or Architect is about expanding your leadership, enhancing your strategic impact, and aligning your efforts with the broader goals of the organization. Embrace these challenges to propel your career forward! #CareerAdvancement #EngineeringLeadership #TechnicalStrategy #ProfessionalGrowth #TechCareers #EngineeringManager #Architect