Engineering Manager

About Griffin Hi, we’re Griffin. We’re a fully regulated UK bank that powers the accounts and payments offerings of product-led fintechs and platforms like Uber, Yonder, Prosper, and Sidekick. By doing the heavy lifting behind the scenes, our customers can focus on what they do best - delivering amazing customer experiences. We’ve grown rapidly since our launch in 2024, and today provide the banking backbone behind products in remittance, payroll, wealth, insurance, proptech, payments, neobanking and more. We’re moving into card issuing, stablecoin infrastructure, and agentic finance next as we continue to support the next generation of product-led companies. Learn more about what we do Our culture We believe that smart, motivated, conscientious people thrive in high-trust, high-autonomy environments and have done our best to create such an environment at Griffin. People who thrive here don’t require much hand-holding, and go out of their way to figure out how to contribute in the most valuable way possible. We've been remote-first since we were established in 2017 and we remain so today. Work here is asynchronous and fully flexible - because we want to be a part of your life in a way that helps you to get the most out of both your work and home life. We understand that our culture and ways of working aren’t for everyone, and we’re very intentional about our hiring process as a result. We won't hire people who don’t seem like a strong fit for our core values, even if they're otherwise extremely qualified. Our strong culture has helped us to remain a mission-driven company as we have scaled, and gives our people a clear, explicit operating framework and the space to focus on delivering real value for our customers. Learn more about our culture. The team The Craft function has small, cross-functional engineering teams - each with engineers, an engineering manager, and a product lead, working closely with designers. You'll work with one team that owns a product area end-to-end. When we start work, we explore multiple solutions before picking one. We write RFCs, build proof-of-concepts, and run experiments to validate approaches. Once we commit to building something, we care about maintainability more than cleverness, observability more than hoping it works, and scalability over premature optimisation. We prefer shipping quality code over hitting arbitrary deadlines. Once something goes live, we refactor the rough edges rather than polish what's already working. The opportunity Engineering managers here stay technical. You'll write code on non-critical paths, review PRs, and pair with engineers on problems. This isn't about capacity - it's how you empathise with what your team is dealing with and coach from a place of understanding. Each team owns an area like card issuing, payments, or onboarding end-to-end. Building the right culture matters as much as shipping features. You'll create an environment where engineers have high autonomy, psychological safety, and the space to do their best work. As we grow, you'll help us scale without losing what makes us good - hiring people who raise the bar and helping your team members develop. You'll shape what gets built. Working with product leads and stakeholders, you'll help engineers understand why they're building something, not just what - connecting their work to real customer problems. See our CTO's view on Engineering Leadership What success looks like Success here is about enabling your team and building the right environment, communicating with the wider business on priorities and ensuring we’re estimating work accurately before they’re added to our roadmap. The team feels empowered by the level of ownership you’ve given them, taking your high level requirements and scoping them into work they execute. You've spotted blockers before they derailed delivery and cleared them. You've helped an engineer level up - maybe they're now leading technical decisions they wouldn't have touched six months ago, or presented their work in a tech dive when they were previously afraid of public speaking. You've improved how the team works. This could be how pitches get shaped so engineers have better context upfront, or fixing a process that was slowing everyone down. You've built a culture where people have high autonomy, feel safe to raise problems, and focus on impact over just being busy. The team ships quality work consistently because you've created an environment where that's possible. What you'll own Delivery through Shape Up cycles - turning pitches into work engineers can execute, managing the shape/architect/build phases, making sure what ships actually solves the customer problem Accountability over technical decisions - the architecture choices, the tradeoffs between extending and rebuilding, maintaining quality in systems where correctness isn't optional because we're moving real money Engineer development in a high-autonomy environment - helping people grow when t