Head of Engineering (f/m/d)

At Moss, we give finance professionals the power to automate their day-to-day and make forward-thinking decisions. Our culture is what makes that possible: we play to win, we obsess over quality, and we win as One Moss, and it works. Moss closed a €35 million Series C in August 2026, crossing a €1 billion valuation, and became one of Europe's fintech unicorns. Join us for what's next. We're hiring a Head of Engineering to lead engineering for one of our product tribes. You'll manage 15 to 20 engineers directly, with tech leads in each squad owning technical direction but no management layer between you and the team. You report to the CTO and sit in a tribe leadership trio with the Product Tribe Lead and Design Lead. Which tribe you'd lead is something we'll work out with you during the process. This is a people leadership role with a hard technical requirement. The engineers report to you, so hiring, development, performance and pace are yours. At the same time you have to hold your own on system architecture: challenge estimates from your engineers, spar with the Product Tribe Lead on solutions, and know when a design is wrong before it ships. This role needs both. How we're set upTribes are the organisational body: people management, capacity, planning and reporting live there. Squads are assigned to problem spaces and run discovery and delivery, each led by a trio of Tech Lead, Product Manager and Product Designer. Tech Leads own the technical decisions in their squad, including estimates, and write code alongside their engineers. They don't manage people. You do. We keep the structure deliberately flat. Management is anchored at tribe level, squad composition flexes to serve the most important work, and structure changes as we learn (roughly every six months in practice, not on a schedule). Discovery and delivery run in parallel: the next mission is scoped before engineers finish the current one, so engineers weigh in on architecture early and have the context to unblock themselves. What you'll ownFeasibility and delivery for the tribe. You're accountable for tribe-wide delivery outcomes and velocity: the right problems, solved at the right quality, as fast as possible. The people. 15 to 20 direct reports. Hiring, onboarding, expectations, feedback, development, compensation and promotion recommendations, and the tough calls that keep talent density high. Tech Leads feed you performance signals; the decisions and the conversations are yours. Technical judgement across squads. Broad understanding of the tribe's systems and how they fit into the wider Moss architecture. You challenge estimates and technical proposals from your engineers; you don't produce the estimates yourself. A seat in the tribe trio. Roadmap and planning input through a feasibility lens. You argue solutions and trade-offs with the Product Tribe Lead as a technical peer, and push back on scope and timelines when the engineering picture says so. Operating rhythm. How the tribe plans, estimates, tracks and reports on delivery, with proactive, timely transparency to the tribe and to leadership, the good and the bad. Capacity. Putting your best people on the most impactful work, moving engineers between squads (and, where it serves Moss, between tribes) while still letting people build real domain depth. Alignment across tribes. Tribe leads aren't isolated trios. You align proactively with your peer Heads of Engineering and with platform and architecture owners, and you resolve shared-architecture questions through alignment, not around it. How we expect leaders to operateVelocity first, with high agency. Working smart and hard on the right problems. Lead by example, stay close to the work. You know the details of what your team is building and course-correct in real time. You get hands-on when speed or quality is on the line. End-to-end ownership of outcomes. Responsibility doesn't stop at your team's boundary. Make changes elsewhere when that