Mentimeter is an engagement tool with a clear goal in mind. To turn presentations into conversations. Through real-time interactivity and clear visualizations, we get people to participate, engage and become more productive.

Transforming all those passive meetings, airless classrooms and drawn out trainings into valuable and memorable moments. We truly believe that you achieve the best results by doing things together. And that successful leaders need to adopt a curious and collaborative mindset in order to get there.

So with you at Mentimeter, you’ll be a big part of the ambition to help over 1 billion people listen, learn and work better together. Summer hiring notice: Due to summer vacations, we will begin the reviewing and interviewing process for this role from August. However, we encourage you to submit your application as soon as possible.

The role At Mentimeter, strategy turns into product in our Areas – groups of teams led by a Product Director, with you owning the engineering alongside them. You'll be one of two Engineering Directors at Mentimeter, sitting in Area Leadership: you own how we build – technical direction, architecture, quality, and engineering leadership – and co-own your Areas' outcomes and trade-offs with your Product Director and Design Director peers. In practice, that means leading 5–8 teams of typically 2–5 engineers each, through your Engineering Managers and Staff Engineers, building a product used by more than 300 million people.

Your accountability is the performance of the Product Areas: clear team missions, strong engineering leadership, healthy delivery, and outcomes that ladder into company, technology, and product strategy. This is a senior, high-impact role in a company growing into a multi-product business at global scale. What this role is It is a technical leadership role.

Together with your Staff Engineers – the bar-setters who lead the craft inside the teams – you own technical direction and architectural coherence across your Areas: the standards for how we build, and an engineering-quality bar that holds. You set and evolve that technical strategy with them; it does not arrive from somewhere else. It is also a business leadership role.

You reason about customer outcomes, capacity, and investment, not just engineering. Build-vs-borrow-vs-buy calls land on your desk, and we expect you to ground them in a business context. It is a role where you lead through leaders.

Your job is to grow Engineering Managers and Staff Engineers who grow great engineers. If your instinct is to be the smartest engineer in the room, this will frustrate you. It is not a delivery management role.

Delivery belongs to the teams, not to you or your Engineering Managers, and we place heavy trust in them to run it. EMs grow engineers; you create the conditions: ownership so unambiguous that escalations are rare, and decision boundaries so clear that autonomy actually works. It is not a role where strategy is handed to you.

You grab ambiguity unfazed and create clarity for others, in a company that keeps changing shape as it grows. It is not a hands-off role either. This is not a role for leaders who think of themselves as engineering adjacent.

You stay close enough to the technology to challenge and be challenged.

What You'Ll Do

Turn strategy into outcomes Translate company, technology, and product strategy into clear team missions, boundaries, and success measures. Keep technology and product strategy tightly aligned: shared priorities, shared trade-offs, shared outcomes. Own the Areas' outcomes together with your Product and Design peers, from planning through delivery.

Own how we build Own technical direction and architectural coherence across your Areas – the systems hang together as teams move fast. Set the engineering-quality bar with your Staff Engineers: the standards for how we build and review, held consistently across teams.