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東京都のエンジニアリングマネージャーの求人242件応募資格・募集要項・仕事内容を見る
Engineering Manager
- 給与
- 記載なし
- 勤務地
- 東京都
- 休日
- Complete 2-day weekend policy (Sat/Sun), National Holidays
- 雇用形態
- 正社員
どんな仕事かAIによる生成
As an Engineering Manager, you are responsible for the performance, growth, and accountability of your direct reports. Your focus is people development and team delivery, including goals, feedback, reviews, onboarding, and ensuring your group’s commitments are delivered. You work with Product, Design, Infra and Ops, Tech Leads, and the engineering team, and lead the adoption of AI-enabled ways of working in your group.
この求人に応募
応募資格
必須
- Experience in a technical role in software product development, such as software engineer, QA or test engineer, sales or solutions engineer, or product owner, plus at least two years in a leading role, formal or not, where you were responsible for a team’s work and for the people doing it: for example tech lead, team lead, delivery or project lead, or a role with direct reports.
- A formal manager title is not required, but mentoring alone is not enough.
- Able to read a pull request, follow an architecture discussion, and judge whether a plan is realistic.
- Experience taking ownership of engineering work from start to finish, including how you dealt with setbacks along the way.
- Decision-making: you have made calls on people, scope, or priorities with incomplete information, can explain how you weighed them, and owned the result.
- A clear motivation to develop others, and experience collaborating with product and other functions to plan work and resolve blockers.
- Willingness to adopt AI tools in your management practice from day one.
- Strong written communication and professional proficiency in English, in an async-first, multi-timezone team.
- Based in Tokyo or willing to relocate.
- Business-level Japanese proficiency (JLPT N2 or higher) is required.
歓迎
- Engineering or leadership experience in a SaaS or product company.
- Experience in the ad tech, ad fraud prevention, or cybersecurity industry.
- Experience in a distributed team spanning Japan and Europe.
- Familiarity with Elixir, Phoenix, or functional programming.
- Experience running 1:1s, performance reviews, or onboarding for the people you led, or working within structured review and growth-path systems.
求める人物像
- We value managers who listen actively, give direct, kind, and actionable feedback early and often, are pragmatic in their decisions, believe in continuous improvement for their people and for how the team works, treat retrospectives and incidents as learning rather than blame, and are willing to step outside their comfort zone to keep learning people leadership through real experience and reflection.
- You like to own outcomes and make decisions, not wait to be told each step.
- When you raise a problem, you bring a possible solution.
- You enjoy a fast-moving team with open, direct feedback, and you see feedback as a way to grow.
- You want your work judged on real results.
- You stay calm when priorities change, and you keep clear communication with your teams.
募集要項最終確認 10/28
- 職種
- エンジニアリングマネージャー
- 雇用形態
- - Job Type: Full-time (Regular Employee)- Probation Period: 3 Months
- 役職
- As an Engineering Manager, you are responsible for the performance, growth, and accountability of your direct reports.You start with a group of four
- 給与
- 記載なし
- 手当
- Mobile Communication AllowanceJPY 4,200/monthBabysitter SubsidyUp to JPY 20,000/month, 50% coveredGold's Gym Membership SubsidyJPY 550 per visit
- 勤務地
- 107-0062 Tokyo, Minato City, Minamiaoyama, 7 Chome−10−3 Minami Aoyama St Building 4th Floor
- 働き方
- Tokyo Office (In-person rule applies)Hybrid Work: 4 days in-office / 1 day remote per week
- 勤務時間
- Work Hours: Flextime System (Core Hours: 10:00 - 17:00)
- 休日・休暇
- Complete 2-day weekend policy (Sat/Sun), National HolidaysVacation Leave (3 additional paid days off)Year-End & New Year HolidaysAnnual Paid LeaveCompassionate LeaveChildcare LeaveWelcome Leave (2 days of immediate leave granted upon joining prior to formal paid leave eligibility after 6 months)Vaccination Leave
- 福利厚生
- Stock OptionsAnnual Salary ReviewInfluenza Vaccination CoverageCertification/Exam Fee SubsidyPremium Friday (Team Dinners)
- 経験年数
- 2年以上
- 掲載日
- 2026/10/21 04:05（7日前）
- 最終確認
- 2026/10/28 00:40（今日）
仕事内容
仕事概要
- Our engineering team of around twenty people works across Tokyo and Lisbon on one shared codebase, async-first, in regular delivery cycles. This role extends our people management to support people and team growth, performance, and delivery. Technical direction stays with our Tech Leads and senior engineers.
- As an Engineering Manager, you are responsible for the performance, growth, and accountability of your direct reports. You start with a group of four, and we expect it to grow from there, depending on your experience and on what the team needs. You own their goals, their feedback, their reviews, their onboarding, and their progression, and you make sure that what they commit to gets finished: released, validated in real conditions, and adopted.
- Your focus is people development and team delivery. You will be asked to understand the product, the engineering flows, and how decisions get made well enough to take part in those decisions, challenge them with evidence, and carry them to your team. We expect you to make decisions, not route them: on priorities inside your group, on who does what, and on when to escalate. Delivery is a shared responsibility: you will work closely with Product, Design, Infra and Ops, and the rest of the engineering team to get your group’s commitments over the line. Engineering at Spider AF is moving to an AI-native, agent-enabled way of working, and managers lead that shift in their own teams. We hold a high bar for engineering excellence, meaning code quality, testing, reliability, security and operational maturity, delivered at speed. Your reports are held to it, and you are accountable for a pace of delivery that never comes at its expense.
- We welcome people who come from a technical role in software product development, such as software engineer, QA or test engineer, sales or solutions engineer, or product owner, and who have since spent at least a couple of years on the management track: leading a team, a project, or a delivery stream with responsibility for the people doing the work, or managing direct reports. Whether you have owned every people process already or are ready to take the rest on, you have led people, carried results, and want to make people management your job. You will report to the Director of Engineering, who will support you with complex people situations and performance decisions, and help you build out any part of the management practice you have not owned yet. Success is measured by your reports’ growth and the outcomes they deliver, and by how much better your group works each cycle.
People Development
- Own the performance and growth of your direct reports through clear expectations, continuous feedback, and structured development.
- Hold weekly 1:1s that create space for feedback, development, motivation, and concerns, alongside goals and blockers.
- Own each report’s Role & Responsibilities document and keep it current as the baseline for their goals, reviews, and development plan. Review progress every cycle and revisit the development plan every quarter.
- Prepare and deliver fair, specific, evidence-based performance reviews. Gather feedback from the people who work with each report, including Tech Leads and Maintainers, and calibrate your assessment with the Director of Engineering and the other engineering leads.
- Own onboarding for new joiners in your group: a clear plan, appropriate early assignments, buddy support, and probation reviews at one, two, and three months.
Performance Management and Team Ownership
- Build a group that operates with strong ownership, accountability, and increasing autonomy in execution and decision-making.
- Address performance gaps early with specific feedback, agreed actions, and follow-up. When coaching is not changing outcomes within a cycle, make a decision, with the Director of Engineering’s support, rather than repeat the conversation.
- Pay attention to workload, health, and motivation signals, and raise them early so that assignments and expectations can be adjusted with both the person and the project in view.
- Delegate ownership and follow through on commitments. Use retrospectives and postmortems as tools to improve continuously, and help the group keep improving how it works.
- Recognize contributions, encourage learning and shared ownership, and build trust and inclusion across Tokyo, Lisbon, and remote.
Delivery Accountability and Decision-Making
- Help your reports make realistic commitments and deliver on them. Make goals, progress, and risks visible early to technical and non-technical stakeholders, and raise emerging concerns early, with the options you see, even when the answer is not yet clear.
- Work with Product, Design, Infra and Ops, Tech Leads, and the other engineering managers to align priorities, capacity, and individual goals, resolve blockers between teams, and plan handovers and leave coverage.
- Learn the product, the customer problems, and the engineering practices in place, so that you can contribute to prioritization and planning discussions and support those practices in your team.
- Bring your read on people, capacity, and risk into leadership conversations, and support the decisions once they are made.
- Hold your group to the engineering standards set by the Tech Leads and Maintainers, including PR quality, testing, review, risk assessment and deploy plans, and treat speed and quality as one target rather than a trade-off.
- Own the incident process in your group’s scope: every incident is registered regardless of impact, treated as the top priority, and closed with a blameless postmortem that asks where the problem should have been caught, with actions tracked to completion like any other commitment. Technical root cause and remediation stay with the Tech Leads and the Maintainers group.
AI-First Ways of Working
- Use AI tools in your own management practice from the start: preparing 1:1s, collecting review evidence, tracking delivery signals, and drafting plans and assessments.
- Make AI part of your reports’ daily engineering work, shape how work in your group is distributed between people and agents, and turn individual productivity gains into team practice.
- Deliver at least one change each quarter to how your group works that uses AI or automation, with a measurable effect on speed, quality, or predictability.
How We Define “Done”
- For us, a manager’s work goes beyond running the rituals. “Done” is a progression: released → validated → adopted
- You make sure your reports own their work through all three stages, and that misses are surfaced and addressed, not absorbed. Managers who consider their job done when the 1:1s have happened and the reviews have been written, rather than when their people are delivering and growing, will likely find this role frustrating. If you measure your work by whether your people are delivering and growing, this role will suit you, and you will grow fast here.
How We Set Expectations
- We run a performance review every quarter, based on outcomes. Every engineer at Spider AF has a yearly Role & Responsibilities document: what the role is, its core responsibilities, the goals and KPIs for the fiscal year, and what the following year should look like. It is the baseline for the quarterly performance reviews.
- You will own the R&R for each of your reports, and your own R&R, agreed with the Director of Engineering in your first weeks, is the baseline this role is evaluated against. Expectations rise over time: each year’s R&R builds on the last, for your reports and for you.
この求人は、株式会社Spider Labsの採用ページの内容をAIが読み取って整理したものです。応募の前に採用ページの原文を確かめてください。データの集め方企業サイト
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応募は株式会社Spider Labsの採用ページで受け付けています。このページは採用ページの掲載内容をもとに構成しているため、最新の応募条件は募集元でご確認ください。
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応募資格の語から探す
- テック15,370
- QAエンジニア453
- セールスエンジニア・プリセールス653
- プロダクトマネージャー776
- 英語17,152
- 日本語7,362
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- ITアーキテクト・システムアーキテクト464