Engineering Manager, Social Commerce

Discord has a highly engaged community of millions of daily active users who use the platform for many different reasons, but there’s one thing that nearly everyone does: play video games. Discord plays a uniquely important role in the future of gaming, and we are focused on making it easier and more fun for people to hang out before, during, and after playing games.

A Day In The Life

The Social Commerce team is building a storefront for game developers to sell directly to their players in Discord. This is a new initiative that has seen a lot of early success, and we're expanding it to support more games and platforms. But we're not just building a shop — Discord is where friends already hang out, play together, and share the things they love. We are building commerce experiences that no other platform can: purchasing that's social, contextual, and embedded in the games people already play and places they already spend time.

This is a hands-on engineering management role. You'll lead a team of full-stack engineers while staying close to the code yourself — reviewing PRs, debugging production issues, fixing bugs, and occasionally shipping features alongside your team. You'll partner with senior engineers to set technical direction, but you'll have the context to make tradeoffs because you're genuinely close to the work. If you're excited to build a new product area from the ground up — and to grow the team building it — this role is for you.

What you'll be doing

• Leading and growing engineers. Hiring, coaching, and developing a team of full-stack engineers. Structuring the team so the right people are in the right roles, placing your strongest technical contributors where they'll have the most impact, and helping everyone advance their careers.
• Staying hands-on technically. Reviewing code, understanding the systems your team owns, and jumping into the codebase when it helps unblock the team or sharpen your judgment. You'll have informed opinions on technical decisions because you're close to the work.
• Owning outcomes end-to-end. Defining and refining the roadmap with your team and XFN partners, breaking down work, setting success metrics, and holding the team accountable for delivering high-quality results. For a product this early, that often means orienting around learning goals, not just usage goals.
• Driving pace and focus. Setting a strong shipping cadence. Fostering 80/20 thinking. Helping the team avoid bike-shedding, make decisions without being blocked by consensus, and iterate quickly based on experiment results.
• Removing obstacles. Embracing "all problems are my problem." When your team or XFN partners hit a blocker, you help th