Engineering Manager

The role
This is not a traditional engineering management role.

We are not looking for someone whose primary contribution is running ceremonies, tracking tickets, or managing from a distance. We need a technical, product-minded leader who can raise the quality and velocity of a team while remaining close to the architecture, the product, and the customer problems we are solving.

You will lead a team responsible for building and operating critical parts of Magical’s AI platform. You will set a high bar for execution, develop engineers, drive technical decisions, and work closely with Product, Design, Deployment, and GTM.

The right person can move from a one-on-one to an architecture review, unblock a production issue, challenge a roadmap decision, and help close an exceptional candidate without losing context or momentum.

What you will own
The performance, development, and effectiveness of a team of up to 12 engineers

Technical execution across a meaningful area of Magical’s AI platform

Engineering quality, delivery speed, ownership, planning, architecture reviews, and incident response

The systems required to make probabilistic AI reliable enough for enterprise healthcare workflows

Clear technical direction within your team, in partnership with senior engineers and engineering leadership

Translating ambiguous product and customer problems into executable technical plans

Improving the platform so customer deployments become faster, more repeatable, and more scalable

Hiring, onboarding, coaching, and retaining exceptional engineers

Creating an environment where engineers have high autonomy, clear accountability, and room to grow

Cross-functional execution with Product, Design, Deployment, Security, and customer-facing teams

What we are looking for
Experience leading a high-performing engineering team through an ambiguous, fast-growing stage

Strong technical judgment in production software systems, architecture, reliability, and operational excellence

Meaningful experience with LLMs, agents, evals, orchestration, model behavior, or other production AI systems

The ability to earn the respect of strong engineers without needing to make every technical decision yourself

Strong product judgment and an instinct for balancing speed, quality, scalability, and customer impact

A track record of developing engineers, addressing performance issues directly, and raising the talent bar

Experience turning broad objectives into clear ownership, technical plans, and measurable outcomes

Comfort operating close to customers and understanding the real-world consequences of engineering decisions

Familiarity with enterprise security and healthcare trust requirements, including HIPAA, SOC 2, PHI, permissions, auditability, logging, and data access

Low ego, high standards, direct communication, and founder-level urgency

Why this matters
Agentic automation will not win in healthcare because the demos are impressive.

It will win when the systems are reliable, secure, observable, governed, and economically transformative.

That is the engineering problem.

As an Engineering Manager at Magical, you will help turn emerging AI capabilities into production systems that healthcare organizations can trust with their most important operational workflows.

You will have the opportunity to shape the team, the technical foundation, and the operating culture during a period of rapid growth.

What this role is not
This is not the right role for someone who wants to manage from a distance.

We are not looking for:

A process-first manager whose primary value is ceremonies, reporting, and administration

A big-company operator who wants to introduce heavy process before the team needs it

A manager who has moved too far away from architecture, technical tradeoffs, and production systems

A pure AI researcher who does not want to own reliability, customers, and business outcomes

A leader who avoids difficult performance conversations or allows standards to drift

A project manager who coordinates work but cannot challenge the technical plan

A backend-only leader who does not want to engage deeply with Product, Deployment, and customer problems

A manager who measures success by output rather than shipped outcomes, system quality, and team growth