engineering manager

Position Summary

Innoversa Mobile Solutions designs, builds and deploys mobile and modular energy products ? PROMIS mobile BESS, MATESS skid BESS, and the Rhino and Monster EV charging platforms ? for investor-owned utilities and large commercial fleets across North America. Our customers judge us as much on the quality of our documentation, certifications and change control as on the performance of the hardware.

We are hiring an Engineering Manager to lead the Design & Engineering function and own engineering execution end-to-end. Two things define success. First, rigor: complete drawing packages, disciplined revision control, closed-out certification files, and commitments met on the date promised. Second, and equally important, building the team. The engineering group today is capable but incompletely structured, with key leadership positions unfilled and critical knowledge concentrated in too few people. We are looking for a leader who measures success by the strength of the team they build, not by how much work they personally absorb.

Scope

You will lead Design & Engineering ? electrical and mechanical systems, power electronics, controls and automation, project engineering, product cybersecurity, fire safety systems, certifications and standards, and field services ? and partner with the Production & Operation Manager, Projects Management, and Sales on technical proposals. Design authority for product architecture, technology and platform selection, system specifications, compliance basis and product roadmap is held by the Principal Advisor, Technology Deployment and Testing.; you are accountable for taking proven concepts through disciplined productization.

*Key Responsibilites *

Leading the Engineering Team

• Set clear written expectations for every engineer ? scope of ownership, standard of work, and definition of done ? and maintain a consistent operating rhythm of weekly one-on-ones, team priority reviews, and monthly technical reviews, including when the schedule is under pressure.
• Delegate real ownership rather than tasks: give engineers end-to-end responsibility for subsystems, certification workstreams and customer interfaces, then support them without taking the work back.
• Hold the team accountable to committed dates with consistency and respect. Address missed commitments early, diagnose whether the cause is capacity, clarity, capability or process, and fix the actual cause.
• Manage capacity actively ? know who is overloaded and who is underused, rebalance before people burn out, and say no upward when the team is genuinely at capacity.
• Resolve technical disagreement productively: surface dissent, make the call when consensus is not reachable, explain the reasoning, and ensure the team commits once the decision is made.
• Escalate architecture, safety and compliance questions to the Principal Advisor.
• Translate between engineering and the business, so the team understands commercial context and leadership understands engineering constraint and risk in plain terms.

Building and Developing the Organization

• Assess the current team objectively on technical depth, documentation discipline and delivery reliability, and produce a staffing plan that closes the gaps.
• Define and fill the open positions, screening candidates on rigor rather than résumé keywords.
• Establish a written development plan for every engineer with specific goals and quarterly review and create visible growth paths for both technical depth and people leadership so strong engineers can advance without being forced into management.
• Coach deliberately ? pair juniors with senior specialists, use design reviews as teaching moments, sponsor P.Eng./PE licensure and standards training, and rotate engineers through commissioning and field service so they see their designs installed.
• Eliminate single points of failure. Cross-train and document until the team can operate without any one individual and develop credible inte