Modash Engineering Leadership Opportunity
Hey, I'm Hendry. I lead engineering at Modash. I'm looking for someone to partner with me and take ownership of our product engineering teams. Let me give you the full picture.
Modash helps brands find, vet, and manage creators at scale across Instagram, TikTok, and YouTube. We track 250M+ creator profiles, we're profitable, growing fast, and preparing for Series B.
Why We're Hiring
We have ~20 engineers across four product teams working together with ~15 engineers working on our data product. They're really really good. The product works and customers love it. But we're about to enter a phase where what got us here won't get us there. New customer segments, new product lines, a team that needs to double. We need a leader who's done this before. Someone who can take what's working and build the org that scales it.
If you want a feel for how we think about building software, check our Engineering Blog.
What You'll Actually Own
Here are the specific outcomes you'd be responsible for:
1. Grow the leaders who grow the teams.
Your job is to coach dev leads into people who can run great teams. You'll also be growing the next set of leaders internally. You'll run real 1:1s, set strong expectations, give specific feedback, and deal with performance issues directly.
2. Build the team that takes product to €30m ARR and beyond.
You'll build the engineering org that makes that number real. That means standing up teams for new customer segments, shipping new product lines, deepening the existing ones and making sure engineering velocity continues to increase each quarter. You're the person who says "no" when it's uncomfortable and redirects energy toward depth.
3. Build the flywheel.
We sit on a massive amount of creator data. 250M+ profiles. We want our recommendations to get smarter every time a creator is saved to lis or campaign runs. The data is there. The infrastructure to turn it into compounding product value is not. That's your problem to solve. You'll partner with product and data teams to figure out what to build and how to ship it.
What The Day-To-Day Looks Like
Here's what a typical week might include:
- Monday. One of your dev leads mentions that a senior engineer is technically excellent but never gives feedback to teammates. You and the lead prep the conversation together.
- Tuesday. You're rethinking how a whole product team operates. Half the workflow, from ticket refinement to test coverage to first-pass code review, could be handled by AI agents. You sketch out what a 5-person team looks like when it ships like a 15-person team, then sit down with the lead to start rebuilding their process around it.
- Wednesday. Quarterly planning session with product. One team's roadmap is overloaded. You push back, simplify the scope, and get alignment on what actually moves the number.
- Thursday. Skip-level with two engineers. One flags that deploys are taking 40 minutes and nobody's prioritized it. You add it to next sprint. The other tells you their lead hasn't given them any feedback in weeks. You huddle the lead afterwards.
- Friday. Deep dive with the data team on a new creator scoring model. You're not writing the code, but you're asking the right questions about what "great" looks like and how fast we can ship a first version.
This is a people-first role. You don't need to be the best engineer in the room. You need to be the person who makes everyone around you better.
Modash Engineering Leadership Opportunity
Hey, I'm Hendry. I lead engineering at Modash. I'm looking for someone to partner with me and take ownership of our product engineering teams. Let me give you the full picture.
Modash helps brands find, vet, and manage creators at scale across Instagram, TikTok, and YouTube. We track 250M+ creator profiles, we're profitable, growing fast, and preparing for Series B.
Why We're Hiring
We have ~20 engineers across four product teams working together with ~15 engineers working on our data product. They're really really good. The product works and customers love it. But we're about to enter a phase where what got us here won't get us there. New customer segments, new product lines, a team that needs to double. We need a leader who's done this before. Someone who can take what's working and build the org that scales it.
If you want a feel for how we think about building software, check our Engineering Blog.
What You'll Actually Own
Here are the specific outcomes you'd be responsible for:
1. Grow the leaders who grow the teams.
Your job is to coach dev leads into people who can run great teams. You'll also be growing the next set of leaders internally. You'll run real 1:1s, set strong expectations, give specific feedback, and deal with performance issues directly.
2. Build the team that takes product to €30m ARR and beyond.
You'll build the engineering org that makes that number real. That means standing up teams for new customer segments, shipping new product lines, deepening the existing ones and making sure engineering velocity continues to increase each quarter. You're the person who says "no" when it's uncomfortable and redirects energy toward depth.
3. Build the flywheel.
We sit on a massive amount of creator data. 250M+ profiles. We want our recommendations to get smarter every time a creator is saved to lis or campaign runs. The data is there. The infrastructure to turn it into compounding product value is not. That's your problem to solve. You'll partner with product and data teams to figure out what to build and how to ship it.
What The Day-To-Day Looks Like
Here's what a typical week might include:
- Monday. One of your dev leads mentions that a senior engineer is technically excellent but never gives feedback to teammates. You and the lead prep the conversation together.
- Tuesday. You're rethinking how a whole product team operates. Half the workflow, from ticket refinement to test coverage to first-pass code review, could be handled by AI agents. You sketch out what a 5-person team looks like when it ships like a 15-person team, then sit down with the lead to start rebuilding their process around it.
- Wednesday. Quarterly planning session with product. One team's roadmap is overloaded. You push back, simplify the scope, and get alignment on what actually moves the number.
- Thursday. Skip-level with two engineers. One flags that deploys are taking 40 minutes and nobody's prioritized it. You add it to next sprint. The other tells you their lead hasn't given them any feedback in weeks. You huddle the lead afterwards.
- Friday. Deep dive with the data team on a new creator scoring model. You're not writing the code, but you're asking the right questions about what "great" looks like and how fast we can ship a first version.
This is a people-first role. You don't need to be the best engineer in the room. You need to be the person who makes everyone around you better.
