VP of Engineering - Tiny Health

Tiny Health is advancing lifelong health, from the first 1,000 days to the last, and addressing chronic disease through precision microbiome science. Founded in 2020 and built by microbiome scientists and physicians, our testing platform reveals whether your microbiome is trending toward resilience or imbalances using shotgun metagenomics, proprietary AI, and one of the world's largest longitudinal datasets.

Trusted by families and health practitioners alike, our research-backed gut and vaginal tests are redefining the microbiome as a cornerstone of personalized health through every life stage. Learn more at tinyhealth.com http://tinyhealth.com and poweredbytiny.com http://poweredbytiny.com.

THE OPPORTUNITY

As our first VP of Engineering, you will own engineering at Tiny Health end to end. Our team of roughly a dozen engineers works across two pods and has grown without a dedicated leader, with ownership over technical direction, architecture, hiring, and people management currently fragmented between various people.

You will bring all of that under one roof: lead the people, set and ship a clear technical and architecture strategy, and stand up the performance and growth systems a maturing engineering org needs.

We are looking for a hands-on leader who is as comfortable in the codebase as in a 1:1, someone who can earn the trust of senior engineers, develop them into the tech leads we do not yet have, and represent engineering at the executive table. You will be the sole voice for engineering among business and product leaders, partnering closely with product and company leadership to get the right architecture and scaling work prioritized and delivered.

You must be able to deliver highly technical information in lay business terms, communicating risk, reward and impact effectively to non-technical audiences. This role reports directly to our co-founder and Chief Growth Officer.

WHAT YOU’LL DO

• Become the terminal owner of engineering. Resolve technical and people decisions by convening the right people and acting on a strong point of view, rather than routing decisions upward.
• Build an engineering performance system that measures real individual impact beyond ticket volume, accounting for quality, reliability, and the non-project work people absorb, and use it to surface and act on both your strongest and your struggling engineers.
• Set and continuously evolve the architecture and scaling strategy, informed by product and executive context, and use your influence to get that work onto pod roadmaps and shipped, so every pod is executing against a shared technical vision.