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’ve already proven you can walk into messy systems, fix process and productivity issues, and make delivery more predictable, across at least two companies.

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. Help people grow and keep standards clear.

• Keeping work flowing

Own planning, sprint or kanban rhythm, estimation, check-ins, and delivery. The point is predictable progress, not ceremony.

• Fixing process and productivity problems

Find what’s slowing the team down (unclear requirements, thrash, oversized PRs, on-call noise, missing docs). Make targeted changes, measure impact, and iterate.

• Turning priorities into actionable plans

Take high-level goals from leadership and Product and turn them into scoped, trackable work with clear ownership and realistic timelines.

• Maintaining engineering hygiene

Keep quality and reliability from drifting: code review norms, testing expectations, documentation habits, incident response, and release readiness.

• Surfacing risks early

Flag tradeoffs, delays, and blockers before they become surprises. Keep everyone aligned on reality.

• Partner ecosystem coordination

Coordinate vendor and platform relationships (cloud, LLM vendors, EHR partners), including cost awareness and operational follow-through.

• Partnering with the CTO

Turn technical direction into execution the team can actually deliver, even when priorities shift.

• Tightening cross-team communication

Keep Product, Professional Services, and Engineering aligned so handoffs don’t turn into churn.

What you bring

• Experience managing engineers

You’ve managed engineers at at least two companies, including hiring, coaching, and performance management. Team size matters less than clarity and steadiness.

• A track record of improving delivery

You can point to specific changes you made that improved throughput, predictability, or quality (and you can explain why they worked).

• Execution-first operating style

You break work down well, sequence intelligently, and keep teams shipping without drowning them in process.

• AI in your workflow

You use AI tools to move faster and you’ve helped teams adopt them responsibly.

• Technical judgment without needing to be the architect

You can pressure-test decisions, spot risk early, and review work at a high level.

• Healthcare / healthtech experience 

You’ve shipped software in healthcare and understand EHR integrations and patient-data constraints

• Clear, direct communication

You give feedback cleanly, surface issues early, and keep expectations aligned.

• Tools and systems comfort

You’ve run delivery in a modern stack (ticketing like Linear/Jira, docs like Notion/Confluence, cloud like AWS/GCP). You don’t need our exact tools on day one.

• Steady under pressure

You stay grounded when priorities shift and help the team stay focused.

What success looks like

• Engineers are clear on priorities and why the work matters

• Delivery becomes consistent and predictable

• Process changes reduce drag and increase throughput

• 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 gets time back for deep technical work

• The org feels steadier and less reactive