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The role of the Engineering Manager

The role of the Engineering Manager is not defined by fixed tasks, but by context, influence, and adaptability. Being an EM means stepping away from direct execution to empower others, connect teams, and create the necessary conditions for work to progress and people to grow.

Published 2026-02-03
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EM on Howdy giving feedback
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Pablo Arreche
Engineering Manager at Howdy

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    For years, I’ve been trying to find a good way to explain my role as an Engineering Manager (EM) within an engineering organization. I eventually came to the conclusion that I’m something like a mix of mentor, technical leader, and, at times, a bit of a project manager. The truth is that an EM is a little bit of everything—but context defines the role. And when you boil it down, it comes to a simple yet powerful idea: EMs make things happen.

    Think of it this way: EMs are involved in every stage of the development lifecycle. They work with the Product team to ensure the work is well defined, that the team has the right skill set, and that everything aligns with the broader strategic plan. They work with the team to make sure requirements are clearly understood, dependencies and risks are identified, and mitigation plans are in place. They work with stakeholders to report progress and shape implementation plans. All of this happens while trying to keep people motivated, happy, and challenged. That, to me, is the job of the EM—being the “glue” that holds these pieces together, effectively balancing everyone’s interests to create a more effective process and a motivated team.

    Growing as an EM means getting comfortable with feeling uncomfortable. You move from having a direct impact on the work to influencing and convincing others of what you believe is right, and making sure things are moving in the right direction—even when you’re not completely sure yourself. It means letting someone else drive while you help set the direction from the back seat; it means trust. But it also means understanding that people deserve the right opportunities to grow, even when there’s a high risk of failure. You’re there to create those opportunities and to support them along the way. Once you realize that watching people surpass themselves is far more rewarding than doing it yourself, you’re ready.

    Looking back on this journey, I’ve come to see that being an EM is a role in constant evolution. It’s about adaptability, wearing many hats, being empathetic, and staying relentlessly focused on a single goal: making things happen.

For years, I’ve been trying to find a good way to explain my role as an Engineering Manager (EM) within an engineering organization. I eventually came to the conclusion that I’m something like a mix of mentor, technical leader, and, at times, a bit of a project manager. The truth is that an EM is a little bit of everything—but context defines the role. And when you boil it down, it comes to a simple yet powerful idea: EMs make things happen.

Think of it this way: EMs are involved in every stage of the development lifecycle. They work with the Product team to ensure the work is well defined, that the team has the right skill set, and that everything aligns with the broader strategic plan. They work with the team to make sure requirements are clearly understood, dependencies and risks are identified, and mitigation plans are in place. They work with stakeholders to report progress and shape implementation plans. All of this happens while trying to keep people motivated, happy, and challenged. That, to me, is the job of the EM—being the “glue” that holds these pieces together, effectively balancing everyone’s interests to create a more effective process and a motivated team.

Growing as an EM means getting comfortable with feeling uncomfortable. You move from having a direct impact on the work to influencing and convincing others of what you believe is right, and making sure things are moving in the right direction—even when you’re not completely sure yourself. It means letting someone else drive while you help set the direction from the back seat; it means trust. But it also means understanding that people deserve the right opportunities to grow, even when there’s a high risk of failure. You’re there to create those opportunities and to support them along the way. Once you realize that watching people surpass themselves is far more rewarding than doing it yourself, you’re ready.

Looking back on this journey, I’ve come to see that being an EM is a role in constant evolution. It’s about adaptability, wearing many hats, being empathetic, and staying relentlessly focused on a single goal: making things happen.

The role of the Engineering Manager: leadership and context | Howdy