amptalk株式会社のEngineering Managerの求人

■ About the Role
We’re looking for an Sr. Engineering Manager who wants to make a bold impact by leading the squad that will bring amptalk’s next product to life. You’ll guide a team of ~5 engineers, working side by side with a dedicated Tech Lead who owns architecture, while you focus on what truly drives delivery—people, process, and velocity.

This is not a maintenance role. It’s a chance to shape a product from the ground up, to cut through ambiguity, and to build a team and culture that can scale. You’ll help fulfill amptalk’s purpose: “Maximize the time people can truly face each other.” By removing friction—both organizational and technical—you’ll unlock speed, clarity, and confidence for the entire team.

We’re looking for a leader who thrives in a startup environment: someone who can create clarity when things are messy, align engineering work to business impact, and balance short-term delivery with long-term scalability. Whether you lean more toward being a Guide who invests deeply in people, or an Operator who brings systems and rigor, you’ll find the autonomy and trust here to shape how we build, grow, and succeed together.

And while the Tech Lead owns the final say on architecture, you won’t just watch from the sidelines—you’ll still contribute at a coach-level as an IC when it counts.

■ Team
You will lead one of existing product teams.

■ Mission
Help fulfill amptalk’s purpose “Maximize the time people can truly face each other.”
You will accelerate delivery of a brand-new product by removing organizational and technical friction while still contributing code where it counts.

■ Key Responsibilities
□ Team Building & Hiring
Define hiring needs, run interviews, and onboard new engineers to strengthen the team.

□ Performance Management & Career Growth
Set individual goals (OKRs/KPIs), run regular 1:1s, give feedback, and support promotions or skill development.

□ Culture & Process
Foster an engineering culture and continuously improve team processes.

□ Cross-Functional Coordination
Act as liaison between product management, design, QA, and other departments to unblock and align work.

□ IC Contribution
Although the Tech Lead retains ultimate responsibility for technical decisions, as an individual contributor the EM must be able to contribute to product development at a coach‐level.

■ What Kind of Leader Thrives Here

This role is best suited to either:

・A Guide — you invest deeply in people, foster trust, and strengthen team cohesion. You excel at coaching, creating psychological safety, and maintaining engagement even in challenging startup conditions.
・An Operator — you bring operational rigor, structure, and systems thinking to ensure predictable delivery. You excel at building processes, guardrails, and reliable execution paths without over-bureaucratizing.

You naturally:

• Create clarity in ambiguous situations.
• Align engineering execution to business impact.
• Balance immediate delivery needs with long-term scalability.

❌ This role may not be a good fit if you:

• Over-rely on vision without driving delivery.
• Avoid difficult prioritization or feedback conversations.
• Prefer focusing on your own coding work rather than leading and enabling the team.

・5+ years leading engineering teams (5 members or more)
・Hands-on web-application development (design, coding, ops)
・Demonstrated ability to drive delivery and cut through ambiguity
・Strong track record in strategic alignment - tying engineering outcomes to business goals
・Skilled in Systems thinking - designing processes and structures that scale
・Comfortable toggling between high-level team enablement and hands-on execution when needed
・Conversational-level Japanese and Fluent English communication skills

・Our stack: Nuxt.js / TypeScript, Node.js, AWS (Lambda, API Gateway, Aurora PostgreSQL), AWS CDK
・Large-scale system or legacy refactor projects
・Modern engineering practices (DDD, TDD, Clean Architecture)
・Integrations with Salesforce or other SaaS platforms
・Managing multicultural, distributed teams
・Managing managers