Own the technical direction for significant backend systems, product features and engineering initiatives. You will contribute directly to design decisions and, where needed, help teams build complex functionality.
Set a high bar for software quality, reliability, maintainability and operational excellence, particularly in areas where errors could affect customers, money movement, regulatory compliance or platform stability.
Actively review, shape and unblock engineering work. This is not a purely managerial role. You should stay close enough to the code, systems and delivery detail to identify risks, challenge weak designs and help teams make good technical decisions.
Drive a strong “get stuff done” culture. You should be able to move from ambiguity to action, make sensible trade-offs and keep teams focused on delivering valuable software.
Provide senior technical leadership across the systems that support payments, money movement, interest and fees.
These systems support critical flows across the Moneybox platform, including interest calculations, fee collection, Direct Debits, Faster Payments and supplier integrations such as Starling, HSBC and Plaid.
You will help ensure these systems remain correct, resilient, scalable, auditable and easy to evolve as customer volumes, product complexity and regulatory expectations increase.
You will shape the long-term technical roadmap for these areas, ensuring we can safely support new products, faster payments, improved reconciliation, clearer auditability and stronger operational controls.
Champion simple, pragmatic architecture. We operate a monolithic architecture and scale by adding new monoliths where appropriate, rather than defaulting to microservices.
You should favour designs that are as simple as possible, but no simpler: easy to understand, easy to extend and built to increase engineering velocity rather than introduce complexity for its own sake.
Create and maintain engineering standards that help teams build reliable, maintainable and operable systems without unnecessary process.
Lead and develop a small team of squad leads who manage engineers while remaining hands-on in delivery. You will coach them on technical judgement, delivery ownership, people leadership and communication.
Create a clear operating model for how engineering teams work, deliver and collaborate with the wider business. Keep management overhead low and ensure the focus remains on building high-quality software.
Build an environment where engineers are trusted, accountable and focused on meaningful outcomes.
Confidently represent engineering in discussions with Product, Compliance, Finance, Operations, Customer Support, Data, Information Security and other departments.
You should work with other teams as a peer, not simply take requirements and execute them. You will help shape solutions, challenge assumptions, explain trade-offs and ensure engineering is involved early in important business decisions.
This is especially important in payments, money movement, interest and fees, where technical decisions need to support safe, compliant and efficient financial operations.
