Engineering at Health Note has grown quickly around a fast-evolving AI product. We need someone who can keep day-to-day execution sane, steady, and effective while partnering with the CTO to deliver on the company’s technical direction.

You’ll keep engineering moving by elevating how the team works and how work gets done, focusing on execution, clarity, and follow-through. You’ll embed intelligent automation and adaptive tooling into daily development so execution scales without adding drag. You’ll help evolve how the team plans, ships, and operates day to day so delivery is fast, repeatable, and reliable.

Partnering closely with the CTO, you’ll translate technical direction into executable plans, with a sharp focus on EHR integrations and complex third-party platforms.

If you like organizing chaos without layering on bureaucracy, this is your role.

What you’ll own

• Managing the full engineering team Run 1:1s, coaching, feedback, leveling, hiring, onboarding, and performance for all engineers. You make the team better and help people grow.

• Keeping work flowing Own planning, sprint or kanban rhythm, estimation, check-ins, and delivery. The goal isn’t rigid process. It’s predictable progress.

• Turning priorities into actionable plans Take high-level goals from leadership and Product and break them into scoped, trackable work with clear ownership and realistic timelines.

• Maintaining engineering hygiene Keep an eye on code reviews, testing, documentation, on-call, and release readiness. Not as a gatekeeper, but to prevent avoidable problems later.

• Surfacing risks early Flag tradeoffs, delays, or blocking issues before they blow up. Keep people aligned on where things actually stand.

• Partner ecosystem coordination Work with the CTO and leadership team on vendor and platform relationships (cloud providers, LLM vendors, EHR partners), including coordination, cost awareness, and operational follow-through.

• Partnering with the CTO Translate technical direction into execution, ensuring the team can reliably ship against evolving priorities and architectural decisions.

• Tightening cross-team communication Keep expectations aligned across Product, Professional Services, and the rest of the org so nothing becomes a surprise at the wrong time.

What you bring

• Experience managing engineers You’ve owned people leadership end to end: 1:1s, feedback, hiring, performance, and coaching. Team size matters less than clarity and steadiness.

• Strong execution instincts You’re good at turning direction into concrete plans, sequencing work, and keeping delivery moving without over-engineering process.

• AI-forward mindset in practice You actively use AI tools in your own work and have experience incorporating them into engineering workflows. You don’t need to be an expert, but you believe this is the future and you experiment rather than resist.

• Comfort operationalizing new tools and workflows You’ve helped teams adopt new tooling or processes and know how to balance experimentation with reliability as workflows evolve.

• Enough technical depth to execute well You understand engineering tradeoffs, can pressure-test decisions, review work at a high level, and spot risk early, without needing to own system architecture.

• Experience working in regulated or high-constraint environments You’ve operated in settings where data handling, security, or compliance matters and understand how to work within clear boundaries.

• Clear, direct communicator You give constructive feedback, surface issues early, and keep people aligned on reality rather than aspiration.

• Calm under pressure You stay grounded when priorities shift or ambiguity increases and help the team stay focused rather than reactive.

Healthcare experience is a bonus, not required. Familiarity with modern product development tools (such as Linear) and cloud platforms is a plus.

What success looks like

• Engineers are clear on priorities and why the work matters

• Delivery becomes consistent and predictable

• Scope and expectations stay aligned across teams

• Risks and issues are caught early instead of in crisis mode

• The engineering team feels supported and focused

• The CTO can spend more time on deep technical work

• The organization feels steadier and less reactive