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💡How to apply: Apply at the following link.

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About Tiny Health

Tiny Health is the first precision microbiome intelligence platform dedicated to helping every person start — and stay — healthy for life. Founded in 2020 by microbiome scientists, practitioners, and engineers, we’re redefining personalized health starting with clinical-grade gut and vaginal microbiome testing. We’ve built an AI-powered engine to train our platform with the latest scientific research on top of our proprietary bioinformatics pipeline leveraging shotgun metagenomics.

Trusted by +150,000 customers and +5,000 practitioners, Tiny Health’s mission is to make the microbiome measurable, accessible, and actionable at every life stage, from birth through healthy aging. Our vision is to build a world where chronic conditions are prevented and course-corrected through evidence-based microbiome interventions.

If you’re passionate about cutting-edge science, health innovation, and helping people live better lives through root cause solutions, join us in shaping the future of precision medicine. Learn more at tinyhealth.com and 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.
• Represent engineering at executive tables. Keep executive stakeholders and colleagues informed of decisions within engineering and product that have downstream impacts across marketing, business development, operations and partnerships. Be able to collaborate effectively cross-departmentally.
• Build the team: find where the gaps are, hire people who hold the bar, give every engineer a clear growth path, develop existing engineers into tech leads, and make sure each pod is resourced to deliver its roadmap.

Qualifications

Required

• Have directly managed and led engineers, including running 1:1s, performance, and individual growth.
• Operate as a hands-on builder who still writes and reviews code and works directly in the system, not a pure people-leader.
• Can engage senior engineers on architecture and scaling tradeoffs at their depth and earn their respect.
• Experience serving as the sole voice for engineering among business and product leaders. Take a clear, bold position in the best interest of both engineering and the company, command the tradeoffs, and move the room through reasoning rather than authority.

Preferred

• Have run an engineering org or team of comparable size (roughly 10 to 12 engineers).