Senior Configuration Manager

Nombre de vacante Senior SRE ManagerDescripción The Senior SRE Manager leads multiple engineering teams, each managed by an SRE Leader, and accountable for a defined technical, product or service mission. The Senior Leader role is accountable for the collective health, capability, performance, alignment and delivery of these teams. The Senior Manager translates the engineering strategy set by the Senior Director and Leadership Team into operational and tactical outcomes for the products, services and technical capabilities within their scope.

They provide direction, establish priorities and create the conditions for SRE Leaders and their teams to deliver reliable, secure, scalable and cost-effective outcomes. The role connects engineering strategy with product and customer priorities, balancing delivery, reliability, technical improvement, risk, investment and sustainable operations across multiple teams. It works across Cloud Operations and Product Engineering to align plans, resolve dependencies and ensure resources are directed towards the highest-value outcomes. This is a hybrid role requiring 3 days per week in our Barcelona office. Responsabilidades principales Leadership of leaders

• Lead, coach and develop multiple SRE Leaders, ensuring clear accountability for their teams and outcomes.
• Set expectations for effective people leadership, performance management, colleague development and wellbeing.
• Build an inclusive leadership culture based on trust, accountability, collaboration and engineering excellence.
• Maintain succession, workforce and leadership development plans across the teams.
• Ensure each team has clear purpose, effective leadership and the capability required to fulfil its mission. Strategy execution
• Translate the engineering strategy into practical objectives, plans and measures across the products and capabilities within scope.
• Establish a coherent operational and tactical roadmap, connecting strategic priorities to team-level outcomes.
• Ensure SRE Leaders understand the strategic context and can translate it into clear priorities for their teams.
• Track progress, identify barriers and adjust plans while protecting the intended strategic outcomes.
• Provide evidence, insight and recommendations to inform future strategy and investment decisions. Technical capability and engineering excellence
• Ensure the required engineering capabilities, standards and practices are developed consistently across the teams.
• Work with Principal and Staff Engineers, Architects and other technical leaders to shape and implement technical direction.
• Promote automation, infrastructure as code, continuous delivery, testing, self-service and the systematic reduction of manual work.
• Identify capability gaps and direct recruitment, development, rotation or investment to address them.
• Ensure learning and reusable practices flow effectively across team and organisational boundaries.
• Encourage informed experimentation while maintaining appropriate security, governance and operational controls. Product, service and reliability outcomes
• Remain accountable for the collective availability, security, performance, scalability, recoverability and operability of assigned products, services or technical capabilities.
• Establish consistent measures of operational health, including appropriate service-level indicators and objectives.
• Drive improvements in observability, resilience, capacity, disaster recovery and operational readiness.
• Identify systemic risks, recurring failure and cross-team toil, ensuring coordinated improvement plans are delivered.
• Balance customer impact, reliability, risk, cost, technical health and product delivery using evidence. Planning, prioritisation and investment
• Own integrated planning, prioritisation and capacity management across multiple teams within agreed strategic priorities.
• Allocate people and investment across product, operational and technical outcomes, making clear trade-offs where necessary.
• Balance planned delivery, capability development, technical improvement, operational commitments and unplanned demand.
• Resolve competing priorities and dependencies that cannot be addressed within an individual team.
• Maintain a clear view of workforce, tooling and service investment needs and contribute to financial planning.
• Hold SRE Leaders and delivery partners accountable for agreed outcomes. Operational leadership
• Ensure effective support, escalation and on-call arrangements exist across the teams and remain sustainable.
• Provide senior leadership during significant incidents, ensuring coordinated technical response, clear decisions and effective stakeholder communication.
• Ensure incident learning