Engineering Manager

About the role

ABOUT EISEN

Escheatment looks like a niche reporting problem until you build it. Then it becomes a massive data correctness problem with almost no tolerance for error.

Eisen is the system of record for unclaimed property compliance at institutions like AllianceBernstein, Coinbase, Adyen, and BinanceUS. That means ingesting consumer account and transaction data out of core banking platforms, custodians, and crypto exchanges, each with its own schema, its own quirks, and its own data hygiene. It means applying dormancy and due diligence rules that differ across every US jurisdiction and change every legislative session. And it means producing filings that a state examiner can audit years after the fact, where every number traces back to the source record and the rule version that produced it.

There is no eventual consistency in this domain. A wrong dormancy date is not a bug you quietly roll back. It is a regulatory finding for a client. So the systems have to be built so that correctness is provable: every state transition recorded, every transformation reconstructable, every filing defensible under examination.

WHAT WE WANT

We are looking for a leader who grows the engineering team. Someone who has scaled an engineering organization through real PMF, drives a team to ship, and holds a high bar for quality in a domain where correctness is paramount.

This is a leader-first role. We have an experienced technical team who do their best work as hands-on principal builders. What we need is the leader who runs and scales the org around them: sets technical direction, partners with product and design to turn priorities into shipped product, drives execution and accountability, and owns management, hiring and culture. You'll be the person unambiguously in charge of how engineering delivers. You communicate clearly, you're proactive, and you care as much about the people on the team as the output you deliver.

This role is based in our New York City office.

RESPONSIBILITIES

Scale the team. Grow the engineering team from 10 to 30, and build the hiring, management, onboarding, and process infrastructure that makes that growth work.

Drive execution. Set the bar and the cadence and push the team to ship on time without dropping quality. You own delivery, not just direction.

Own quality at scale. Build the practices that keep bugs down and reliability up as the codebase and team grow. In a compliance product, correctness is non-negotiable.

Set technical direction. Define the architecture, roadmap, and standards for our core systems: data processing, transaction processing, security, and partner integrations at scale, in partnership with our product and design team.

Lead and develop engineers. Coach the team, manage their career growth, give regular feedback, and build a culture of ownership, communication, and continuous learning.

Stretch beyond the swim lane. Care about the whole product, not just the code. Understand the compliance problem well enough to push back on requirements and shape what we build.