QA Manager

Required Qualifications:
● 8 or more years in software quality assurance, including 3 or more years managing managers or team leads, not only engineers, in a software product organisation.
● A track record of raising a QA organisation's output, with numbers. Throughput per engineer, automation share, reduction in escaped defects, cycle time. And experience building QA processes where none existed.
● An automation first delivery flow, and the ability to drive test volume up rather than reduce it. Our scale is roughly 1,000 test cases per feature, about 3,900 cases in the quarterly release train scope, and the largest single product line is about 1,650.
Tell us how you would produce and manage that, for example AI assisted generation,
templates, parallel execution, risk prioritisation.
● QA side ownership of escaped defects. When a defect reaches a customer, you change what QA does, not only what Product and Development do.
● English strong enough to hold your own in front of our CEO. You will co-present the quarterly business review and negotiate with Product and
Development leadership.
● AI in your daily work (Claude, ChatGPT, Copilot, Cursor, Atlassian Rovo or similar). You can explain where it sits in your workflow, what you review before trusting it, and what you tried that did not work. This is not optional here.
● Comfortable being accountable for other people's teams. Hiring, performance decisions and hard calls, including managing a senior technical specialist who knows the product better than you do.
Desired Qualifications:
● Enterprise or on premises software shipped into environments you cannot touch after release. We ship to more than 30,000 customer environments, so a bad build cannot be fixed overnight.
● Experience working closely with Support or Customer Success on analysis of escaped defects.
● Cloud storage platforms such as AWS S3, Wasabi or Azure, and hypervisors such as
VMware, Hyper-V, Proxmox or Nutanix.
● Test management at scale, Xray or similar.
Responsibilities:
● Own QA delivery and performance across twelve product lines and the automation and performance functions.
● Develop five team leads: goals, one to ones, performance decisions, hiring. Two of them will be new hires you inherit inside their first months.
● Own your teams' targets against the organisation's QA scorecard. Set them, review them per team, hit them. Quality outcomes, not case counts.
● Own how QA works day to day inside the release train model: defect lifecycle, test execution, triage, estimation and self estimation, review discipline, reporting. Argue for changes to the model itself. The VP owns it.
● Build specification review and estimation capability in your leads until area level scoping no longer routes through the VP.
● Raise automation share and throughput per engineer. Make testing cycles faster without sacrificing coverage or confidence.
● Own QA's side of escaped defect analysis. Every customer escape ends in a change to what QA does. Partner with Support on recurring and high impact issues and feed the patterns back across all teams.
● Work with Product and Development to review requirements through a customer impact lens. Improve defect prevention, not just detection.
● Prepare the quarterly business review and co-present your teams' numbers with the
VP, who owns the QA story told to the executive team.
● Prepare the quality evidence the VP needs for release go or no-go. You do not make the ship call.