Software Development Manager, AIO Visualization and Reporting
Posted Updated
AWS customers commit to billions of dollars of Savings Plans and Reserved Instances to cut their bills by up to 72%. Tens of thousands of Amazon employees use this team's tools to execute those purchases, correct billing information, and keep the commitments accurate. We are looking for a Software Development Manager to lead the nine engineers who own them.
The scope covers two distinct areas. One is the commitment lifecycle: creating, modifying, and refunding customer commitments, and making sure the resulting numbers are correct everywhere they are reported. The other is the internal billing platform and the authorization service in front of it, which decides who is allowed to see which customer's data, millions of times a month. A senior engineer leads each area, and a product manager works across both, so you will lead through your engineers rather than assigning every task yourself.
The team inherited five services in the space of seven months, each below the bar for operational hygiene. Since then it has cut open security findings by 97%, closed the monitoring gaps that had let a data quality defect run undetected for months, and generally improved operational hygiene. What is left is the interesting work: replacing a deployment pipeline that has become the single biggest tax on the team's velocity, retiring end-of-life frameworks that predate 2015, and building the data auditing that a financial system of this size should have had from the beginning. You will do that while delivering funded commitments the business is counting on, including a new payment method with material financial impact for the business and the automation of a refund process that today runs on spreadsheets and manual safeguards.
There is also a strategic question waiting for whoever takes this role. Today the team maintains the access rules governing who may view customer billing data, and it executes 220+ document-based operating procedures on behalf of Legal, Finance, Sales, and Customer Support. The team owns the tooling but not the policies, which means it absorbs a steady stream of decisions it has no business context to make. Inverting that model is a design problem worth years of leverage, and it is yours to define.
We are looking for somebody to put their stamp on this team and decide what it becomes.
Key job responsibilities
- Own the charter, roadmap, and multi-year architecture across both areas. Decide what gets built, what gets decommissioned, and in what order.
- Directly hire, coach, and develop engineers from entry level through senior. Two positions are already open, and you will define what they are.
- Delegate component and operational ownership to your senior engineers, and grow them as leaders rather than becoming the decision bottleneck.
- Be accountable for the operational health of financially material services: security posture, deployment health, monitoring, and the audit mechanisms that prove your numbers are right.
- Balance funded business delivery against the modernization the platform needs, and be able to defend that sequencing to senior leadership.
- Represent the team in weekly operational reviews and in your organization's annual planning process.
- Build the relationships that make the work possible, with product management, with the operations teams who use your tools every day, and with partner engineering teams across AWS.
A day in the life
Most days split four ways: unblocking your team, following up on something affecting a customer or an internal operator, hiring and coaching, and thinking past the current quarter. You will spend real time in design reviews and in the details of your systems, because the judgment calls in this space are technical ones. You will also spend real time writing, because the decisions that matter here are argued in documents and reviewed by people several levels above you.
About the team
You will join the AWS Insights organization, which helps customers understand what they spend, forecast what they will spend, optimize the cost of what they run, and get alerted when costs surprise them. This team sits at the financial core of that mission. The work is unusually concrete: when it goes well, customers save money and internal operators stop doing things by hand.
The scope covers two distinct areas. One is the commitment lifecycle: creating, modifying, and refunding customer commitments, and making sure the resulting numbers are correct everywhere they are reported. The other is the internal billing platform and the authorization service in front of it, which decides who is allowed to see which customer's data, millions of times a month. A senior engineer leads each area, and a product manager works across both, so you will lead through your engineers rather than assigning every task yourself.
The team inherited five services in the space of seven months, each below the bar for operational hygiene. Since then it has cut open security findings by 97%, closed the monitoring gaps that had let a data quality defect run undetected for months, and generally improved operational hygiene. What is left is the interesting work: replacing a deployment pipeline that has become the single biggest tax on the team's velocity, retiring end-of-life frameworks that predate 2015, and building the data auditing that a financial system of this size should have had from the beginning. You will do that while delivering funded commitments the business is counting on, including a new payment method with material financial impact for the business and the automation of a refund process that today runs on spreadsheets and manual safeguards.
There is also a strategic question waiting for whoever takes this role. Today the team maintains the access rules governing who may view customer billing data, and it executes 220+ document-based operating procedures on behalf of Legal, Finance, Sales, and Customer Support. The team owns the tooling but not the policies, which means it absorbs a steady stream of decisions it has no business context to make. Inverting that model is a design problem worth years of leverage, and it is yours to define.
We are looking for somebody to put their stamp on this team and decide what it becomes.
Key job responsibilities
- Own the charter, roadmap, and multi-year architecture across both areas. Decide what gets built, what gets decommissioned, and in what order.
- Directly hire, coach, and develop engineers from entry level through senior. Two positions are already open, and you will define what they are.
- Delegate component and operational ownership to your senior engineers, and grow them as leaders rather than becoming the decision bottleneck.
- Be accountable for the operational health of financially material services: security posture, deployment health, monitoring, and the audit mechanisms that prove your numbers are right.
- Balance funded business delivery against the modernization the platform needs, and be able to defend that sequencing to senior leadership.
- Represent the team in weekly operational reviews and in your organization's annual planning process.
- Build the relationships that make the work possible, with product management, with the operations teams who use your tools every day, and with partner engineering teams across AWS.
A day in the life
Most days split four ways: unblocking your team, following up on something affecting a customer or an internal operator, hiring and coaching, and thinking past the current quarter. You will spend real time in design reviews and in the details of your systems, because the judgment calls in this space are technical ones. You will also spend real time writing, because the decisions that matter here are argued in documents and reviewed by people several levels above you.
About the team
You will join the AWS Insights organization, which helps customers understand what they spend, forecast what they will spend, optimize the cost of what they run, and get alerted when costs surprise them. This team sits at the financial core of that mission. The work is unusually concrete: when it goes well, customers save money and internal operators stop doing things by hand.