Director or VP of Engineering

Birdseye runs the gates on some of the busiest yards in North America. Bison Transport. C.R. England. About four hundred of us, across four operations floors in Mississauga, Dallas, Belgrade, and Bogotá. Twelve million gate events a month. The platform underneath this is the operating system for the yard. Cameras, sensors, AI on every stream, TMS and WMS integrations, agentic decisioning, an operator console, and an audit trail that holds up in court. It is a real product, and it is at the point where the next chapter has to be designed by someone who has done it before. I'm writing this myself because I want the right person to read it from me. We are hiring a Director or VP of Engineering to own this platform end-to-end. Not to manage it. To own it. To come in with a clear point of view of what visionary work looks like in this category, and to push hard against me, against the team, against the inertia of operating at scale, to bring that vision to life. I want autonomy, control, and intention. Autonomy, because the platform is theirs to set the direction for. Control, because they will own the system and the team that builds it. Intention, because every architectural decision in the next twelve months will compound for a decade. The career arc I want: developer first, engineering manager second, director or VP third. Technical credibility before management credibility. The hand still needs to know where the code lives. AI-native, not AI-curious. We use AI inside the product and inside how we build the product. The difference between a leader who has changed how a team writes, reviews, and ships code, and one who has experimented personally with Copilot, is the difference between us hiring and us not hiring. Built a product , not delivered a project. We are not running a delivery shop. The leader I want has lived inside a product business. Recurring revenue. Customers who can leave. A platform that has to keep earning the right to exist every quarter. AI is a multiplier , not a substitute. A sloppy team with AI ships sloppier code, faster. A rigorous team with AI does the work of three. Tell us what changed in your team's workflow, what you measured, what you kept. Not slides. Receipts. The bar is hands-on credibility . Not a role for someone who has not opened a pull request in five years. If the senior engineers don't walk out of the first architecture review thinking finally , we picked wrong. We're a Mississauga company. Most of the platform team and most of the leadership is here. We strongly prefer this leader to be in the Greater Toronto Area. If you have built and operated a real platform, and you want the next decade of yard infrastructure to have your fingerprints on it, we should talk. Mike Grabovica Founder & CEO