Engineering Manager (Landing Page Builder Group)
Intersog · TELECOMMUTE · Posted Jul 3, 2026
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well-established Canadian SaaS company operating in the landing page and conversion optimization space. The company serves a broad customer base, including enterprise accounts, and operates two core platforms: a market-leading landing page builder and a CRM with marketing automation capabilities.
Currently executing a strategic transformation to become an AI-first product organization. This transformation is not aspirational, it is actively underway. An internal MCP server is ready for closed Alpha release, and an AI-powered landing page builder is in active development. The direction is clear; the work of getting there is what this hire is about.
The Engineering Manager, Landing Page Builder is the operational and people leader for the LPB group. This is an execution role, not a strategy-setting role. The CTO sets architectural direction; this hire translates that direction into sprint work, holds the team accountable to delivery, and builds the engineering culture the group needs to scale.
The role works closely with the CTO, the VP of Product, Engineering Managers, and the Director of Data & AI/ML Engineering. Senior technical leadership will be available to support the incoming hire through onboarding onto the AI Builder workstream, ensuring a strong foundation from the outset.
The team comprises full-time engineers and embedded external developers across two workstreams: the existing Builder product and the AI Builder. Total team size is approximately 7 engineers, with the expectation of that composition evolving as the product transition progresses.
RESPONSIBILITIES
Team Unification . Consolidate the Landing Page Builder group into one coherent unit with a shared sprint board, shared priorities, and a single delivery cadence. End the fragmentation between workstreams and establish clear ownership across the team.
Scrum and Engineering Discipline . Implement Agile and Scrum practices that drive real behavioural change. Own story sizing, sprint commitments, burndowns, and retrospectives. Create an environment of predictability and accountability.
People Development . Build structured development plans for engineers. Invest in growing senior engineers into technical leaders. Provide consistent feedback and create the conditions for expanded ownership.
Hybrid Team and Vendor Management . Manage a team spanning engineers and external vendor developers. Hold all contributors to the same standards, manage the near-term vendor transition cleanly, and ensure knowledge transfer is prioritized throughout.
AI Builder Execution . Partner with the CTO to translate architectural direction into shippable sprint work for the AI-native product. The AI Builder is directionally critical to the business; execution discipline is non-negotiable.
Parallel Workstream Management . Balance delivery across the existing Builder and the AI Builder simultaneously. Manage prioritization tension with clear judgment and ensure both workstreams receive the engineering attention they require at each stage.
Cross-Functional Partnership . Serve as a credible engineering voice in planning conversations with Product and senior leadership. Provide clear engineering input into roadmap conversations.