Director of Engineering

About this role

ABOUT BUILDOUT

Buildout is the AI deal engine for CRE brokerages, automating every step from first contact to commission. While brokers focus on relationships and winning listings, Buildout handles the workflows behind the scenes, turning manual processes into intelligent, scalable systems. Trusted by over 50,000 brokers, Buildout powers more profitable deals from lead to close. Learn more at www.buildout.com http://www.buildout.com.

THE OPPORTUNITY

Buildout is hiring a Director of Engineering to lead the performance and execution of our engineering organization. You’ll manage a team of engineers and technical leads, creating the clarity, accountability, and support they need to do their best work. You will own the people and operating systems behind a healthy engineering organization, from coaching and performance management to staffing, planning, delivery, and cross-functional partnership. You’ll help the team thoughtfully adopt AI-assisted development practices that improve developer productivity, software quality, and delivery speed.

This role is an important partner to our SVP of Engineering. While the SVP of Engineering remains focused on technology strategy, architecture, and long-term direction, you will turn that direction into an effective, predictable, and high-performing engineering operation.

WHAT YOU'LL OWN

Engineering Leadership & Talent

- Lead the day-to-day performance and development of our engineering organization, making sure every engineer knows what good looks like, where they stand, and how they can grow.

- Manage and coach engineers and technical leads, giving them the context and support to make good decisions without needing you in the middle of every one.

- Recognize and grow strong performers, develop future technical leaders, and address performance concerns directly and early.

- Own engineering hiring and onboarding, building the talent and team structure we need to meet the needs of the business.

Delivery & Operational Excellence

- Create clear accountability for engineering delivery across teams, with enough structure to make execution predictable without slowing people down.

- Maintain a clear view of capacity, commitments, dependencies, and risk so problems surface early and leadership isn't surprised.

- Step into cross-team dependencies, competing priorities, and delivery challenges when teams need help getting unstuck.

- Use AI as a force multiplier for the engineering organization, setting clear expectations for adoption and turning what works into repeatable practices across coding, testing, documentation, automation, and the broader development lifecycle.

- Drive measurable improvements in developer productivity and team effectiveness while maintaining strong standards for software quality and responsible AI use.

Product & Business Partnership

- Serve as Product's primary partner for engineering execution, bringing a clear view of capacity, feasibility, risk, and tradeoffs into roadmap and prioritization decisions.

- Help turn product priorities into realistic engineering commitments—and make the tradeoffs clear when everything can't be a priority.

- Communicate risks early and honestly, bringing problems forward with enough context to make good decisions.

- Be a steady escalation point when delivery, staffing, or organizational issues cross team boundaries or don't have an obvious answer.

WHAT SUCCESS LOOKS LIKE

First 30 Days:

LEARN THE ORGANIZATION

- Build trust with engineers, technical leads, Product, and executive stakeholders.

- Understand team structures, responsibilities, delivery processes, and technical ownership.

- Learn existing strengths, bottlenecks, and organizational pain points.

- Observe planning, delivery, and cross-functional interactions before making major changes.

ESTABLISH LEADERSHIP PRESENCE

- Begin regular one-on-ones with all direct reports.

- Understand individual career goals, concerns, and performance histories.

- Build credibility as a leader who listens, follows through, and removes obstacles.

First 90 Days:

BECOME THE PRIMARY OPERATIONAL LEADER

- Become the first point of escalation for delivery and personnel issues.

- Establish visibility into delivery risks, team health, and organizational capacity.

- Build strong working relationships with Product leadership.

- Create consistency in communication and expectations across teams.

IDENTIFY ORGANIZATIONAL IMPROVEMENTS

- Recommend targeted improvements to execution, planning, staffing, or team structure.

- Clarify ownership boundaries where necessary.

- Ensure technical leads are focused on technical leadership rather than people-management responsibilities.

First 6 Months:

IMPROVE ORGANIZATIONAL EXECUTION

- Delivery risks are identified and addressed proactively.

- Cross-team dependencies are managed effectively.

- Product views the Director as the primary engineering execution partner.

- Engineers receive consistent coaching, feedback, and career development.

REDUCE SVP OF ENGINEERING OPERATIONAL INVOLVEMENT

- Personnel issues are handled without SVP of Engineering intervention.

- Delivery escalations are routed through the Director.

- Team-level execution concerns are resolved without executive involvement.

- The SVP of Engineering is spending significantly less time on organizational and operational concerns.

First Year:

BUILD A HIGH-PERFORMING ENGINEERING ORGANIZATION

- Engineering delivery is predictable and transparent.

- Strong accountability exists across teams without excessive process.

- Performance management is consistent and effective.

- High performers are identified, developed, and retained.

- Underperformance is addressed quickly and professionally.

ENABLE THE SVP OF ENGINEERING ROLE

- The SVP of Engineering focuses primarily on technology strategy, architecture, executive leadership, and long-term planning.

- The Dire

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