Software Engineering Manager

About Neumo

Neumo builds the cloud software that powers government. More than 4,500 state, local, and federal agencies across North America run on our platforms, processing over 900 million transactions and collecting $44 billion in revenue for the communities they serve. When a county records a deed, a family orders a birth certificate, or a business files a local tax return, that transaction often runs through our systems.

That comes with a particular kind of engineering responsibility. Our platforms are systems of record for legally binding documents and public funds. Correctness is not negotiable, downtime has civic consequences, and the data we hold is expected to remain accurate and retrievable for decades.

The Role

Every Neumo product line needs the same things: a way to sign users in and decide what they can see, a way to take a payment, a place for data to land, reports a clerk can run, and a way to tell a resident their court date moved. Platform Engineering builds those things once, for the whole enterprise, so the product teams do not each build them five different ways.

We are hiring the engineering manager who leads that work.

You will lead the Platform Core team: the engineers who build and run Neumo’s shared enterprise services — identity and access, payments, data warehousing, enterprise reporting, the notification engine, and the services that sit around them. You will own how those services are architected, built, released and operated, and you will be accountable for whether the product teams that depend on them can rely on them.

This is a people-leadership role with a high technical bar. You will carry direct reports, run delivery, and grow engineers, but you will also review designs, write architecture decision records, and be the person who can explain why a token flow or a tenant boundary is drawn the way it is. We are not looking for a manager who has moved away from the technology. We are looking for someone who has led platform teams and still thinks like a platform engineer.

You will work as a pair with our Group Product Manager, Platform. Product owns what we build and why — strategy, prioritization across product lines, and adoption. You own how — architecture, delivery, quality and operational health.

Platform has no revenue line of its own. Our success shows up in another team’s number: a product that shipped faster because sign-in was already solved, a customer who got their reports without a custom build.

We are also changing how software gets built. Neumo is moving to an agentic delivery model: small pods working from approved specifications, with AI agents drafting specs, stories and code and engineers directing, reviewing and owning what ships. You will lead a team through that shift, and you will be expected to have a point of view on where it goes next. We want a leader who is energized by how fast this is moving, and who can tell the difference between a change that makes the team better and one that only makes it busier.

What You'll Do

Platform services architecture and ownership

• Own the technical architecture and engineering roadmap for Platform’s enterprise services: Identity & Access (SSO, MFA, centralized authorization), Payments, Data Warehousing, Enterprise Reporting, the Notification Engine (SMS and email), Search, API Gateway, and Tenant Management.
• Build each service as a product other teams consume: clear API contracts, versioning, its own storage, documented onboarding, and published SLAs.
• Apply the platform design rule — if three applications implement it, Platform owns it — and be equally rigorous about what does not belong in Platform. Every service needs a defined purpose and a measurable benefit to the teams that use it.
• Design for multi-tenancy from the start: tenant resolution at the edge, tenant context on every call and every event, and isolation models that support Neumo’s State, County and Municipal customer hierarchy.
• Contribute to Neumo’s target enterprise architecture as several legacy products are rebuilt, so new applications build on common services instead of re-solving identity, payments, reporting and messaging on their own.
• Design platform services to be consumed by AI agents as well as applications: well-described APIs, MCP-compatible interfaces where they make sense, and identity, authorization and audit that extend to agents acting on a user’s behalf.

Enterprise foundations

• Identity and access. Lead the move to a centralized identity and authorization model (Keycloak, OIDC, MFA, and a central policy decision point) that multiple portals and products are waiting on. Reconcile duplicate authentication and identity-verification solutions that exist today across platform and application teams.
• Data warehousing and enterprise reporting. Own the event-fed warehouse and the embedded reporting layer (QuickSight), and drive consolidation of the reporting tools in use across product lines into a supportable standard. Make onboarding a new product onto reporting a repeatable process, not a project.
• Notification engine. Take shared SMS and email services from feature-complete to production-grade: deliverability, provider strategy, opt-in and compliance, and the operational monitoring a court date reminder deserves. Bring rigor to build-versus-buy decisions where a vendor may be the better answer.
• Payments. Own the reliability and integration patterns of shared payment services, including gateway integrations, migrations onto the Neumo payment platform, and the reconciliation behavior customers depend on for public funds.
• Partner with the AI team on the platform services that make AI capabilities possible — RAG and knowledge retrieval, document data extraction, and the data foundations those depend on.

Team leadership and delivery

• Lead, hire and develop the Platform Core engineering team, a distributed group of engineers and QA working across multiple services at once.
• Own sprint planning, delivery cadence and release management. Run the capacity model that protects planned roadmap work while absorbing production support, defects and cross-team requests.
• Close the gap between “dev-complete” and “in production.” Keep QA in the work from planning through release, and hold a Definition of Done that includes integration, deployment and operational readiness.
• Mentor engineers at every level, with particular attention to growing mid-level engineers into senior contributors and creating a credible path forward for senior engineers who want to stay technical.
• Build a culture of ownership, delivery discipline and candor: the team should be the first to say when something is at risk.

Agentic delivery and AI-native engineering

• Lead the team’s move to agentic delivery: spec-driven development where an approved specification is the contract, agents draft specs, stories and code against it, and engineers own design decisions, review and acceptance.
• Redesign how the team works around that model — roles, ceremonies, estimation, capacity planning and Definition of Done — rather than layering AI tools onto a process built for hand-written code.
• Set the quality bar for AI-generated work. Generated code that passes its tests can still be wrong or unmaintainable, so establish review standards, test strategies that prove correctness rather than consistency, and merge gates that actually block.
• Partner with Developer Experience and the AI team to build and evolve the shared skills, agents, context and knowledge sources the team depends on, and treat them as maintained engineering assets with owners.
• Measure what agentic delivery is doing to throughput, quality and rework, report it honestly, and adjust when the data says something is not working.
• Grow engineers into this way of working. Help them build the judgement to direct agents, write precise specifications and review generated output critically, while keeping the deep fundamentals that judgement depends on.
• Stay ahead of the field. Track changes in models, agentic tooling and engineering practice, run small, deliberate experiments, and bring the ones that hold up back to the team and to the wider engineering organization.

Operational excellence

• Own the operational health of every platform service: monitoring, alerting, on-call, incident response and post-incident follow-through. Because every product depends on Platform, an outage here is an outage everywhere.
• Stand up a real support intake model for platform services — ticketed, assigned, tracked and measured — so consuming teams and customers know they have been heard.
• Define and report platform engineering metrics: DORA measures, service adoption and usage across products, SLA attainment, and onboarding time.
• Drive CI/CD, infrastructure-as-code and AWS operational excellence across a serverless, event-driven stack, including disaster recovery readiness and cloud cost efficiency.
• Use AI-assisted development deliberately in the team’s own workflow, with the judgement to know where it helps and where it produces work you would not want to maintain.

Security, compliance and stakeholder partnership

• Embed security in the development workflow (vulnerability scanning, SBOMs, secrets management, access control) and partner with security leadership on the frameworks our government customers require.
• Serve as the primary engineering point of contact for product teams consuming platform services. Translate business urgency into engineering sequencing, and explain constraints and tradeoffs plainly to non-technical leaders.
• Work with the Group Product Manager to turn platform strategy into a sequenced, realistic delivery plan, and be the honest voice on scope, cost and risk.

What We're Looking For

• 8+ years in software engineering, with significant time building platform, shared-services or API-layer systems consumed by multiple product teams.
• 4+ years leading platform or infrastructure engineering teams, including hiring, performance management and growing engineers, with distributed or nearshore teams.
• Hands-on technical depth. You can review a design or a pull request critically, lead an architecture discussion, and write the decision record that comes out of it.
• Real depth in at least two of our enterprise domains — identity and access management (OIDC/OAuth, SSO, MFA, authorization), data warehousing and analytics pipelines, embedded or enterprise reporting, notification and messaging systems, or payment integrations — and the ability to ramp quickly on the rest.
• Strong experience with AWS serverless and event-driven architecture (Lambda, API Gateway, EventBridge, SQS/SNS, RDS, Redshift) and with multi-tenant SaaS patterns.
• Node.js/TypeScript proficiency (our primary platform language).
• A track record of consolidating, migrating or retiring duplicate solutions, with a real migration path for the teams depending on them.
• Experience managing competing priorities across a multi-product organization and winning adoption through influence rather than mandate.
• Hands-on experience leading a team using AI-assisted or agentic delivery in production — not just piloting tools. You can describe what changed in how your team planned, built and reviewed work, and where the approach broke down.
• A forward-looking view of engineering leadership: you have adapted team structure and process to new ways of working before, and you can explain how you think platform teams will change over the next two to three years.
• Experience operating production systems in regulated environments — government, finance or healthcare.
• Clear, direct communication with engineers, product leaders and executives, in writing and in the room.

Nice to Have

• Keycloak or a comparable identity platform, and centralized authorization models (policy decision points, RBAC/ABAC).
• Amazon QuickSight, Redshift star schemas, or replacing legacy reporting tools such as Crystal Reports.
• SMS/email delivery at scale — provider integration (e.g., Twilio, SES), deliverability, TCPA and opt-in compliance.
• Payment gateway integration and reconciliation.
• AI/ML platform services: RAG pipelines, LLM APIs, document extraction.
• Spec-driven development, context engineering, or building reusable agent skills and workflows (e.g., Claude Code, Cursor, GitHub Copilot agents).
• Model Context Protocol (MCP) servers, or securing agent access to enterprise systems (delegated auth, scoped tokens, audit).
• Public-sector security frameworks — StateRAMP/GovRAMP, FedRAMP, SOC 2, PCI DSS.
• Building internal developer platforms or developer-experience tooling.

What Success Looks Like

First 30 days. You know every platform service, who consumes it, and where it is fragile. You have a working partnership with the Group Product Manager, a clear picture of the team’s strengths and gaps, and an honest assessment of which services are in production, which are feature-complete, and which are neither. You have seen the agentic delivery flow end to end and know where it is working for this team and where it is not.

By 60 days. Delivery is predictable and visible. Support intake runs through a tracked process, platform metrics are being reported, and the open architecture decisions on identity and reporting have owners, options and dates.

By 90 days. At least one shared service has moved meaningfully forward in production and adoption — a product team onboarded to centralized identity, reporting or notifications without a custom build. Onboarding to each service is documented and repeatable. Agentic delivery has a measured baseline for throughput, quality and rework.

By the end of year one. Product teams choose Platform services because it is the faster path, not because they were told to. Duplicate solutions are being retired on a published plan, platform services meet their SLAs, and the team has engineers who are visibly more senior than when you arrived. Agentic delivery is how the team works by default, with a quality bar the rest of engineering looks to as the model.

Neumo Summary

With the backing of four decades of public sector expertise and corporate capability, Neumo has successfully supported government services. Neumo was honored and recognized for four (4) consecutive years as a GovTech 100 Company representing the top 100 companies focused on making a difference in and selling to state and local government agencies across the United States.

Neumo is committed to helping communities thrive and brings a wealth of experience combined with innovation. Today, Neumo offers more administrative and financial support to government officials than any other organization. And with a responsive, client-focused approach, we foster partnerships that give our customers the certainty they need to accomplish more.

Neumo offers a competitive benefits and compensation package and are looking for team members who will thrive in our dynamic environment.

Neumo is an Equal Opportunity Employer. Selection for a position will be made without regard to race, religion, national origin, sex, political affiliation, marital status, non-disqualifying physical handicap, and age.