Engineering Manager, EU

Benefits

Parental leave

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Non-birth-parent leave

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Family-building benefits

• Fertility benefits: Not verified
• Adoption assistance: Not verified
• Surrogacy assistance: Not verified

Mental health support

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Relocation assistance

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Childcare support

Offered From the posting source checked Jun 20, 2026

Learning budget

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Verification

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Salary

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Market context

U.S. role benchmark (BLS OEWS)

$116,543 U.S. median for this role

Projected growth (BLS Employment Projections)

+9.8% - Much faster than average

Matched to SOC 15-1252 - Software Engineering aggregate by role bucket.

Source: U.S. Bureau of Labor Statistics, OEWS, May 2024 and Employment Projections, 2024-2034.

Role

Role function

Engineering From the posting source checked Jun 20, 2026

Seniority

Mid From the posting source checked Jun 20, 2026

Work mode

Remote From the posting source checked Jun 20, 2026

In-office days

0 days From the posting source checked Jun 20, 2026

Schedule

Shift type

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Weekend work

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Application

Cover letter

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Assessment

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Deadline

Not stated

Where they hire

State eligibility is not yet verified.

About this role

Engineering Manager, EU Remote - European Union | Remote | Romania | Switzerland | Spain | Italy | Sweden | Ireland | Estonia | Barcelona | Berlin | Stockholm | Croatia | Germany | Hungary | France | Portugal | Netherlands | Austria | Denmark | Norway Hi 👋 I'm Colin https://uk.linkedin.com/in/colinhoweuk, Director of Engineering, Europe. How do you feel about software engineers writing product specs, making product decisions, and not breaking down projects into individual tickets? If that sounds exciting (even if a bit scary), read on because I'm looking for an engineering manager to help us build a different type of engineering team and culture at Ashby. To start, why do we need to be different? Time and again, I have witnessed engineers knowing what needs to be done yet being unable to get things done because of “the process” or because “more data is needed.” Some of the most effective projects have been skunkworks projects, where engineers have taken total ownership of a problem and driven it to completion. I want to normalize that at Ashby. When we think about how these processes came about, we realize they carry a pessimistic mindset. They box people into smaller roles to minimize the chance of not meeting a certain standard. At Ashby. we're building an environment that is optimistic about what engineers can own and achieve and embraces the innovative engineers (and frankly, often stays out of their way). To accomplish this, our engineering leaders need to think deeply

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