Engineering strategy and architecture
Define and own the technical vision and architecture strategy for Fourvenues
Ensure the platform scales reliably across multiple countries
Establish technical standards, decision-making frameworks, and documentation practices that distribute knowledge and reduce single-person dependencies
Own the technical roadmap working alongside with the product roadmap — planning and protecting engineering capacity for both delivery and platform health
Manage technical debt deliberately as a strategic decision, not an afterthought
Engineering leadership and people development
Lead, manage, coach, and develop the full engineering organisation
Establish clear role definitions across engineering
Build a culture of genuine technical ownership — where engineers have real authority commensurate with their responsibility
Run a meaningful 1:1 and feedback cadence — developing leaders, not just managing delivery
Build career development frameworks for engineers at every level
Create the conditions where senior technical talent can do their best work — protecting time for analysis, architecture, and craft without impacting organisational needs
Recruit and continuously raise the technical bar across the engineering organisation
Engineering delivery and operational excellence
Own engineering delivery — shipping reliably, predictably, and at the quality the market expects
Establish planning rhythms and protect them — sprint planning, technical analysis before development begins, retrospectives, and delivery reviews
Define and enforce clear escalation standards — what is a genuine hotfix, what is not, and how unplanned work is managed
Drive DevOps, CI/CD, and platform reliability practices across the organisation
Ensure platform security and infrastructure are managed as strategic priorities
Distribute critical knowledge across the team — no system or access should depend on a single individual
Champion the pragmatic adoption of AI tooling across engineering workflows — code generation, automated testing, observability, and incident response — embedding it as standard practice where it creates genuine leverage
Product and engineering alignment
Work as a genuine peer to the CPO — building a trust-based relationship where product and engineering make decisions together
Ensure engineering has a voice when features and priorities are defined — not just when they arrive for estimation
Establish clear decision rights at the product-engineering interface
Embed technical analysis as a standard step before development begins
Champion quality as the fastest path — not as a blocker to speed
Executive leadership
Work and collaborate as a member of Fourvenues’ leadership team
Partner with the CEO on engineering investment, and technology strategy
Surface risks and hard truths early — this organisation needs a CTO who tells it straight