Senior Engineering Manager, Co-Intelligent Coaching
Omada Health · Remote, USA
About this role
## Omada Health — Senior Engineering Manager (Co-Intelligent Coaching) ### Job overview Omada Health is on a mission to bend the curve of chronic disease. Co-Intelligent Coaching is how Omada builds the future of coaching support. AI owns the member moments that run around the clock—goal setting, food guidance, reflection, and unblocking daily challenges between sessions—so human coaches can focus on what only they can do: building real relationships and delivering care when it matters. We’re hiring a **Senior Engineering Manager** to own a significant piece of Omada’s Co-Intelligent Coaching. You’ll own what gets built, in what order, and how the people building it grow. A squad owns problems from prototype to production, including maintenance and the on-call rotation for what it ships. At this level, you’ll own more than one squad—making the hardest calls about where capacity goes when two good things want it at the same time. You stay technical: you’re in the codebase and in the same agent workflows your builders use, close enough to review architecture, catch weak design, and be useful in an incident. Where you manage directly, you ship production work off the critical path; where you manage through someone else, their growth is your work product. You’ll partner with Product Strategists who prototype quickly and own what gets built and why. You own whether it can be delivered, at what cost, and by when—and you’re senior enough that your answer shapes the roadmap. --- ### About you - You’ve built **AI products**, not just used AI to build them. - You’ve shipped **agents to production** and lived with how they behave at scale. - You measure quality with **evals** (e.g., proving whether a prompt/model change improved outcomes). - You’re accountable for what your squads ship, and you still write code and want to. - You have a point of view on where AI-assisted development helps vs. creates rework—grounded in changing how a real team works. - You can grow leaders: you know the difference between doing the work for someone and raising their ceiling. - When something is slowing down the org and it’s nobody’s job, you pick it up, get the right people in the room, and finish it. --- ### What you’ll be doing - **Own the member experience that runs around the clock** (goal setting, food guidance, daily reflection), including where it hands off to a human coach. - **Own delivery across your squads**: sprint shaping, prioritization, backlog grooming, and estimation. Make the calls and be accountable—especially when two squads want the same thing. - **Own cycle time**: improve it without sacrificing quality, and explain changes (including why one squad is slower than another). - **Stay technical**: ship production work off the critical path on squads you manage directly; on squads that run through a manager, stay close enough to review architecture, catch weak design, and support incidents. - **Partner with your Product Strategist** to keep scope clear and prevent duplicated answers. - **Grow a manager** (if an EM reports to you, their growth is your work product; squad health is the evidence). - **Plan for next year**, not just this quarter: headcount, skill mix, and onboarding paths that get new builders productive in weeks (not months). - **Set the AI standard beyond your boundary**: define what good looks like, teach it, and measure adoption. - **Take on the problem that is nobody’s**: identify org-wide blockers, organize peers, and
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