Описание
- Role: Head of Engineering
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Location:
Hybrid set up in Vienna
- Language: Full professional English. Any other European language spoken in our markets (e.g. Spanish, German, Italian, French, Polish) is a plus
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Experience:
At least 5 years leading software engineers, plus at least 3 managing engineering managers or team leads. Join fiskaly Help Us Simplify Receipts for Millions Millions of people interact with fiskaly every day, even if they don’t realize it. As a B2B company, we power the retail technology behind digital receipts and secure, legally compliant transactions. By making receipts tamper-proof through digital signatures, we help fight tax fraud. And with our paperless receipt solution,

we offer
consumers a modern alternative while helping merchants streamline their operations. Sure, our solutions sound complex but our mission is simple: make receipts easy for everyone. You’ll lead our engineering organisation: 5 Engineering Managers and roughly 70 engineers across Vienna, Warsaw and remote, building the products, backend services and platforms behind our fiscalization platform. The Engineering Managers report to you directly. You’re accountable for the strength of that management layer, for how engineering operates as a whole
- planning, capacity, hiring, performance, reliability
- and for what actually ships, on the dates regulators set. This is an operational leadership role. The technical direction of individual services sits with your Engineering Managers and their dev leads; you own the system that turns a roadmap into shipped, compliant software. Product is part of the same organisation, not a counterpart across a wall: product managers sit with the teams, and you and the Product lead share one roadmap, one planning cadence, and one definition of shipped.



You report to the Co-CEO and work day to day with your Engineering Managers, the Product lead, Platform and the team in Warsaw. The stack is Go, inside a distributed system, running in regulated, high-SLA environments across several European markets, each with its own rules and deadlines. Your Engineering Managers own their teams. You own that they’re good at it
- and that the machine works across teams: dependencies don’t fall between them, capacity follows the roadmap, incidents get closed rather than survived, and a regulatory date six months out becomes a plan people can execute against. Problems here arrive as dates, dependencies, and trade-offs, rarely as clean tickets. A real part of the job is turning them into an operating rhythm the whole organisation can plan against. Задачи People: hiring, developing, and holding accountable your Engineering Managers
- 1:1s, feedback that lands, calibration across their teams so “good” means the same in Vienna and Warsaw, performance issues addressed early at the manager level too. You own the headcount plan and the hiring bar for the whole organisation. We expect you to build a management layer people want to work for, where delivery pressure never costs trust or psychological safety in any team. Technology: you don't set the direction of individual services -you enable your teams to do so with their EM and teach leads.



You own that it gets set deliberately and coherently across teams: one platform across markets rather than a stack per country, tech debt managed as a portfolio, engineering health measured and trending the right way organisation-wide. Plus agentic engineering as an enabler for faster delivery, higher quality and innovative solutions. Process: the operating system of engineering
- how the organisation plans, allocates capacity, delivers, and reflects. One planning cadence every team runs on, flow and capacity signals every EM reads the same way, and room for teams to differ where it helps. Throughput per engineer is yours too: AI-assisted development is part of how we work, and where it earns its place is your call. Delivery: the roadmap and the regulatory calendar across all teams, together with the Product lead inside the same organisation. You turn dates set by legislators into multi-quarter plans the organisation can execute against, make capacity follow the roadmap, and surface risk to the Co-CEO and the management team while there is still time to act. You make technical reality legible at organisation level
- to Product, Compliance, Customer Support, Sales, and leadership. Quality and reliability: the reliability posture of the whole platform. Prevention with SRE and QE, incident management as a system rather than a heroics roster
- sustainable on-call, consistent severity handling, postmortem actions that close across teams
- and the reliability numbers customers, auditors, and certification bodies ask about. Engineering leadership: you run the Engineering Leadership Team
- your EMs, and tech leads
- and you own what happens between teams: dependencies that would otherwise fall through, practices that should spread, decisions that need one owner. The ne

📌 Head of Engineering (Requena)
🏢 fiskaly
📍 Requena