Role Description Aiden is seeking a high-caliber software development leader to run the engineering organization behind the Aiden product set: AidenBot, AidenVision, AidenStudio, and Aiden Policy Editor. This is a multi-product leadership role, not a single-codebase role. - Owns the operating cadence, staffing accountability, release discipline, quality management, architecture coordination, and budget stewardship. - Responsible for the design, vision, continuous improvement, and ultimate success of Aiden's software development lifecycle (SDLC). - Direct managerial responsibility for software development team resources, including performance conversations, annual reviews, coaching, hiring, and day-to-day leadership. - Works closely with the co-Founder & CTO, senior engineering contributors, QA, Product, Customer Success, Security, Finance, and other cross-functional stakeholders. What You Will Own - Engineering delivery across AidenBot, AidenVision, AidenStudio, Aiden Policy Editor, reporting initiatives, AskAiden-related capabilities, and related integrations. - The operating rhythm of the software development organization, including standups, sprint planning, backlog hygiene, architecture reviews, release readiness, defect triage, and escalation handling. - A reliable release cadence with rollback readiness, strong QA discipline, and fewer production surprises. - Direct people management for software development resources across product engineering, QA, release operations, architecture coordination, and product-facing database/application performance collaboration. - Cross-functional coordination with teams responsible for infrastructure, core IT, access control, software licensing, cloud resources, and security governance. - Vendor and contractor management across software development workstreams, including scope, quality, accountability, and cost effectiveness. - A disciplined, AI-forward engineering model that uses AI-assisted engineering, agentic workflows, and modern development approaches. Qualifications - 8+ years of software development leadership experience, including management of engineering teams, releases, quality, and roadmap execution. - A strong track record leading multiple workstreams and distributed teams with cross-functional dependencies. - Credible technical depth in modern software development, architecture oversight, SDLC design, and engineering process leadership. - Demonstrated comfort with direct managerial accountability, including hiring, coaching, performance management, quarterly conversations, and annual reviews. - Experience leading quality-assured release cycles with measurable standards around timeliness, quality, uptime, and incident response. - Experience managing engineering budgets, vendors/contractors, and tradeoffs between cost, speed, and quality. - Strong written and verbal communication skills, including the ability to communicate with executives, engineers, customers, auditors, and investors. - Experience with Agile/Scrum/Azure DevOps or similar development operating systems. - Comfort operating in a smaller, high-accountability growth company. Preferred Background - Experience leading engineering teams building enterprise SaaS, endpoint management, Windows-based systems, cybersecurity-related products, or IT operations software. - Experience with Microsoft-oriented ecosystems, database/application performance oversight, integrations, release governance, and cross-functional product delivery. - Experience in AI-assisted software development, agentic development workflows, AI-enabled QA, or modern human-plus-agent engineering models. - Experience rebuilding or professionalizing an engineering organization that needed stronger delivery rigor, quality control, and release reliability. - Exposure to SOC 2, development governance, security reviews, and audit support. - Success working with globally distributed and partially fractional engineering teams. What Success Looks Like - Strategic releases ship on time with a reliable bi-weekly cadence, stronger rollback readiness, and reduced release drama. - Engineering quality improves through stronger QA discipline, clearer ownership, fewer escaped defects, and better production confidence. - The team becomes more accountable, more predictable, and easier to manage across full-time, fractional, offshore, and contractor resources. - The SDLC becomes clearer, faster, and more scalable, with better sprint hygiene, better release governance, and better post-release learning. - AI is implemented thoughtfully as a force multiplier for speed, quality, and capital efficiency. - Engineering becomes a source of customer and investor confidence in Aiden's roadmap and execution. Ready to make an impact? We're building a team of passionate, driven individuals who are excited to solve complex problems and grow together. If you're looking for a place where your ideas matter and your contributions are recognized, we'd love to meet you.

• Be strongly customer focused and drive a culture within your team that recognizes and promotes the importance of high availability and reliability for Twilio’s customer facing services • Empower a team of highly skilled Engineers, motivating them to perform their best and provide support and guidance that enables them to self-organize and to achieve sustained high velocity • Lead employee career development by providing coaching and mentoring to junior engineers, while guiding senior contributors to deliver on their potential • Collaborate across teams on best practices to build, test and operate services at scale in AWS environments, enabling high performance and availability • Contribute to technical deep dives and right-sizing of the engineering investment relating to modernization initiatives and service enhancements • Collaborate with Product Managers, Architects and Product Engineering partners to develop and drive a technical roadmap for your team that is aligned with the wider Platform Engineering organization and enables the achievement of defined quarterly objectives and key results • Communicate effectively with your leaders and peers, as well as internally within your team, distilling complex thoughts and articulating concepts and project plans through written and verbal communication • Be highly data driven, leveraging metrics and Service Level Indicators and Objectives to identify gaps in systems, services and processes and lead your team to develop and implement solutions to address them • Empower your team to participate actively in post incident reviews and to identify and take ownership for learnings and follow-up actions that improve Twilio’s responsiveness to service failures • Carry out periodic audits and risk assessments to identify opportunities to improve the security and reliability of Twilio’s services • Drive initiatives that increase the use of automation to reduce TOIL and manual intervention by product engineering teams to deploy and operate their services • As part of the Engineering Management team, foster leadership principles and behaviors throughout the organization and help to groom the next generation of leaders

• Own the platform migration end-to-end • Lead the integration of the new data pipeline into all Crystal products: Crystal Expert, Crystal Foresight, Monitor, Risk Check API, Data Intelligence, and Crystal Light • Sequence the migration to preserve revenue and customer trust: no SLA regressions, no rollback drama, no surprise downtime • Drive the architectural decisions and trade-offs that the legacy-to-new transition requires, including data model alignment, service-by-service cutover, and parallel-run validation • Hold engineering, product, and customer success aligned on a single migration roadmap with clear customer-impact gates • Restore platform foundations • Bring API and core platform latency back to target: 1,000 RPS at sub-two-second latency, scaling toward 10k RPS • Reduce database load, fix stability regressions exposed by recent releases, raise release velocity to multiple deployments per week • Lead the multi-chain platform with discipline across 100+ chains: predictable integration timelines, accountable squad ownership, clear SLAs to commercial partners • Rebuild the engineering management layer • Partner with the existing engineering leadership to establish clear accountability across squad leads, engineering managers, and platform teams • Set the standard for what good engineering management looks like at Crystal: predictable delivery, transparent planning, technical depth, people development • Make the hiring, performance, and structural decisions required to bring the organization to the level the platform demands • Drive AI into engineering as a productivity lever • Build shared infrastructure for AI-assisted engineering: code generation, automated testing, agent-based migration tooling, internal knowledge systems • Move Crystal from individual AI tool usage to organization-wide AI productivity, with measurable impact on delivery throughput • Reduce OpEx-to-revenue through architectural improvements, automation, and reduction of manual operational load • Partner with the business • Work directly with product, GTM, customer success, and finance to translate engineering investments into customer outcomes and revenue • Communicate trade-offs, risks, and progress clearly to the executive team and board • Own the engineering budget, hiring plan, and vendor decisions

• Own the platform migration end-to-end • Lead the integration of the new data pipeline into all Crystal products: Crystal Expert, Crystal Foresight, Monitor, Risk Check API, Data Intelligence, and Crystal Light • Sequence the migration to preserve revenue and customer trust: no SLA regressions, no rollback drama, no surprise downtime • Drive the architectural decisions and trade-offs that the legacy-to-new transition requires, including data model alignment, service-by-service cutover, and parallel-run validation • Hold engineering, product, and customer success aligned on a single migration roadmap with clear customer-impact gates • Restore platform foundations • Bring API and core platform latency back to target: 1,000 RPS at sub-two-second latency, scaling toward 10k RPS • Reduce database load, fix stability regressions exposed by recent releases, raise release velocity to multiple deployments per week • Lead the multi-chain platform with discipline across 100+ chains: predictable integration timelines, accountable squad ownership, clear SLAs to commercial partners • Rebuild the engineering management layer • Partner with the existing engineering leadership to establish clear accountability across squad leads, engineering managers, and platform teams • Set the standard for what good engineering management looks like at Crystal: predictable delivery, transparent planning, technical depth, people development • Make the hiring, performance, and structural decisions required to bring the organization to the level the platform demands • Drive AI into engineering as a productivity lever • Build shared infrastructure for AI-assisted engineering: code generation, automated testing, agent-based migration tooling, internal knowledge systems • Move Crystal from individual AI tool usage to organization-wide AI productivity, with measurable impact on delivery throughput • Reduce OpEx-to-revenue through architectural improvements, automation, and reduction of manual operational load • Partner with the business • Work directly with product, GTM, customer success, and finance to translate engineering investments into customer outcomes and revenue • Communicate trade-offs, risks, and progress clearly to the executive team and board • Own the engineering budget, hiring plan, and vendor decisions