Head of Engineering

"Six world-class engineers. A live global platform. One operating model that runs without the CTO managing it daily. You build it, own it, and make it run."

📍 Philippines • On-site • Full-Time

EviSmart is the leading dental Autopilot system operating across 28 countries in a $40B healthcare industry — and the Manila team builds and ships it. Not an MVP. Not a pilot. Live, in production, with thousands of dental labs and dentists depending on the platform every day to run their business.

We have multiple in-house AI teams building the next generation of dental design automation — and Manila is where it gets operationalized. We are one of the few genuinely AI-first companies in the Philippines. The models are being built here. The product is scaling here. The opportunity is here.

We have a team of excellent engineers — and we need someone who makes sure they deliver. Not by doing their technical work, but by building the operational structure around them: the KPI dashboards that track their performance, the variable pay model that rewards it, the operating rhythm that keeps them accountable, and the escalation standard that keeps leadership informed without being pulled into every problem.

The person who joins now as Head, Engineering Operations builds all of that from scratch. None of it exists yet at this level. You are not stepping into a finished system — you are building the one that scales with the team.

Early joiners shape the operating model. That is not a slogan — it is how every senior leadership role here got built.

• Leading dental Autopilot system in a $40B global healthcare industry — operating across 28 countries, live in production

• Multiple in-house AI teams building proprietary models — not just consuming APIs. Claude, Cursor, Luvable, and LLM-powered workflows are part of the daily stack

• Manila is not a back office. It is the delivery engine — operations, AI, product, and engineering all run from here. Your work ships globally

• We promote based on output, not tenure. The people who move fastest here are the ones who own their work completely

• 300+ people and growing — the career path is real because the company is growing into it

"The engineering team is exceptional and the playbooks are defined. What I need is someone who makes the rhythm run without me in the loop. I should hear about the engineering team by exception — not because a sprint drifted, a one-on-one didn't happen, or a variable pay calculation was late. The right person builds the KPI dashboard themselves, coaches engineers to own and present their corrective actions, and brings me a recommendation when something escalates — never a raw problem. If that kind of operational ownership excites you, we need to talk."

— Des Peraren, CTO / GM, EviSmart Manila

(Stand-in quote pending Des's final voice — confirm before publishing.)

• Operating Rhythm — ensure the team's defined ceremonies run consistently: daily standups, sprint reviews, one-on-ones, and quarterly performance drills. You attend to observe — not to run them. The engineers own their own ceremonies. Your job is to notice when a sprint is at risk, when accountability is unclear, or when the team is waiting on the wrong person to solve a problem — and to steer before it becomes a delivery issue

• KPI Dashboard — build a working dashboard using Jira data and Claude before requesting any engineering support. Track all six engineers against their defined performance targets. Flag any metric trending toward a breach in the weekly one-on-one — not at the monthly review. Leadership should never see a performance problem for the first time in a monthly meeting

• Variable Pay Calculations — every month, pull performance data for all six engineers, calculate pay eligibility against their KPI results, and submit a complete recommendation to the CTO/GM before payroll. No chasing, no delays, no gaps — ideally automated as part of the dashboard

• People Management — All Six Direct Reports — weekly one-on-ones covering performance status, blockers, and coaching; coach engineers to own their corrective actions and present them to the CTO/GM rather than waiting for leadership to notice; quarterly performance review summaries prepared on schedule; the CTO/GM conducts the final review with each engineer, this role makes sure it happens; every team member's goals, performance tracking, and feedback documented in the HR system — this role doesn't write the feedback, it holds engineers accountable for delivering it correctly and on time

• Escalation Layer — every escalation to the CTO/GM arrives with the issue and its business impact, what was already tried, and your recommendation. A problem without a proposed path forward is not an escalation — it is offloading

• Risk signal — you are the first to know when a performance target is drifting, a sprint is at risk, or a people situation is building. You act before it reaches the CTO/GM as a surprise

• A seat at the AI table — work directly alongside in-house AI model teams using Claude, Cursor, Luvable, and LLM-powered workflows. You build with these tools daily — including the KPI dashboard this role requires from day one

• Global reach, Manila-built — EviSmart operates across 28 countries. The engineering team whose operating model you own ships the platform that dental businesses across North America, Europe, and beyond depend on every day

• Operations model ownership — your KPI dashboard, your variable pay methodology, your operating rhythm. The standard the engineering team runs to is the one you set and defend

• A concrete career path — Head, Engineering Operations → VP Engineering Operations → COO. As the organization scales, the operational scope scales with it

• Above-market compensation for operations leaders who have personally owned engineering team performance and delivery. Range disclosed at first screen.

• HMO coverage, 13th month pay, and all government-mandated benefits

We share work before it's ready. We debate decisions loudly and execute them quietly. We default to fixing problems instead of escalating them. Manila is the delivery engine for a global platform — the standard is high and the pace is real.

A skipped one-on-one is a rhythm problem. A performance issue that reaches the CTO/GM without prior notice is an escalation failure. A variable pay delay is a trust problem. We fix things before they escalate, and we expect everyone here to do the same.

If you've spent time waiting for someone else to build the dashboard or run the review — you'll notice the difference on your first week.

"Why EviSmart and not a bigger company? Because at a bigger company, your work goes into a queue. Your output is handled by a template. Here, what you build ships to 28 countries. That's the kind of ownership most roles never give you — and we think the best people want it."

— EviSmart Talent Team

This is not a project management or coordination role. There are no technical decisions to make here — the engineers own their domains and are highly capable. What this role governs is the operating model: the rhythm, the performance numbers, the people, and the quality of escalations. The engineers run their own ceremonies. You observe, notice when something is off, and steer — you do not take over.

If you are a hands-on engineer or technical architect looking to continue owning technical decisions, this role will pull you in the wrong direction. If you are an operations leader who finds satisfaction in a team that runs well without being managed hour-to-hour, this is it.

This is not a cost-center role and Manila is not a support function. Our Manila team leads engineering and operations — the product ships from here. If you've seen "Philippines office" mean something smaller at other companies, that is not what this is.

On AI: EviSmart's AI is not a marketing claim. We have in-house model research and development teams, and the tools we use daily — Claude, Cursor, Luvable, LLM-powered workflows — are part of the actual stack, not a slide in a deck. This role uses Claude directly to build and maintain operational dashboards — it is a job requirement on day one, not a nice-to-have.

• 5+ years managing engineering or technical operations teams as the operational leader with accountability for performance, rhythm, and delivery — not as a peer or project coordinator

• Proven experience building and owning operational KPI dashboards — pulling data, interpreting trends, and acting on signals before they become problems; comfortable building a working prototype using AI tools (such as Claude) before requesting engineering support

• Comfortable attending Agile ceremonies — sprint planning, standup, sprint review, retrospective — observing without taking over, and identifying when a sprint is at risk, when accountability is unclear, or when the team is waiting on the wrong person to own a problem

• A track record of conducting structured, evidence-based performance reviews for senior technical contributors — including difficult conversations when performance is below standard; and coaching those contributors to own and present their corrective actions rather than waiting to be told what to do

• Experience calculating or owning variable pay, commission, or incentive models for a team; and the consistent practice of escalating to senior leadership with data, context, and a recommendation — never a raw problem

• Familiarity with Jira or similar project tracking tools as a source for operational performance data, and experience managing teams across multiple engineering specializations (platform, DevOps, data, application development, network), is a strong advantage

Apply at https://job-boards.greenhouse.io/evismart or evismart.com/careers

EviSmart • Philippines • evismart.com