ABOUT RAMP Ramp is building the smart infrastructure for finance teams, embedded in the transaction flow of every dollar a business spends. We automate how over $200B in annualized spend flows in and out of 70,000+ companies: authorizing payments, flagging risk, categorizing spend, and closing books. The problems are high-stakes, data-dense, and unforgiving. We hire people with high agency and high urgency. We look for slope over intercept. We care less about where you trained and more about what you’ve built. At Ramp, everyone is a builder who owns problems end to end and makes consequential decisions that shape the outcome. The median Ramp customer saves 5% and grows revenue 16% in their first year – far in excess of businesses operating without Ramp. We believe every ambitious company deserves the same. If you want to build systems that directly shape how companies move and manage billions, Ramp is the place to do it. ABOUT PRODUCTION ENGINEERING Production Engineering is Ramp's infrastructure ownership layer. We exist to make Ramp faster, more reliable, and more scalable — and we do that by being embedded in the problems, not adjacent to them. A few things that define how we operate: - One team, one company, one objective. There is no "infra team" and "product team" — there is Ramp. We share the company's goals as our own. When a product team struggles with reliability or scalability, that is our struggle. - If reliability or scalability is at risk, we own it. We don't wait to be invited, and we don't ask whose code it is. If a system is slow, if it breaks, if it won't scale — that's ours to lead, regardless of where it lives in the stack. - We go first, and we go fast. When the path isn't obvious, we don't wait for someone else to find it. We move with urgency, propose the solution, align the stakeholders, and stay in until it's done — not until our ticket is closed. - We lead the way. We find the next problem before it finds us. And when we solve it, we don't just fix it for ourselves — the patterns and standards we establish become the foundation the rest of Ramp builds on. That's not a side effect of the job; it's the job. - We stay calibrated. Speed means nothing if we're moving in the wrong direction. We regularly stop and ask honestly whether what we're working on is still the highest-leverage thing we could be doing — the discipline that makes sure our effort compounds toward what actually matters. You cannot build the future of finance on shaky infrastructure. OUR TEAMS Production Engineering is organized into teams — but we think about teams differently. Teams are mutable. We build them around what needs to be done, not around what we need to do given the teams we already have. The structure below reflects our current priorities; it will evolve as Ramp does. Right now, we operate across four areas: - Compute — the foundation everything runs on: container orchestration, networking, load balancing, edge infrastructure, and the deployment systems that get code from engineers' laptops to production reliably and at scale - Storage — databases, caching, object storage, and the data infrastructure that underpins everything - Workflows & Messaging — the systems that power Ramp's financial workflows and event-driven architecture - Developer Infrastructure — the platform that makes every builder at Ramp faster and more autonomous: observability, cost attribution, and CI/CD systems that give teams visibility into what they build and what it costs WHAT YOU'LL DO Production Engineers at Ramp are full software engineers who happen to specialize in infrastructure. You write production code, you own systems end-to-end, and you drive technical outcomes across the organization — not just within your team. As a Tech Lead & Manager, you are a hands-on player-coach: you will lead and grow a team while remaining directly engaged in the technical work. Management at Ramp does not mean stepping away from the technology or the code. You will help set direction, develop engineers, and work alongside the team to deliver consequential infrastructure outcomes. Day to day, you will: - Build, coach, and grow a high-performing team. Create clarity, give direct feedback, mentor engineers, and help each person expand their technical judgment, ownership, and leadership. - Set technical direction for your team’s domain. Identify the highest-leverage problems, define a path forward, bring the right people along, and stay engaged with the team until the work is delivered. - Build and operate critical infrastructure across Ramp's compute, storage, messaging, and observability stack — owning the systems that handle real financial transactions at scale. - Drive architectural change — not just flag problems. When you surface a reliability or scalability issue, you own the path forward: you propose the solution, find the owners across engineering, and stay in until it's resolved. - Partner with product teams at the design phase — reviewing architectures, embedding golden paths, and making it easy to build correctly the first time. - Build Ramp's next level of scale — you'll be a hands-on contributor to the most consequential infrastructure shift happening right now: our move to a cellular architecture, enabling Ramp to scale, reach international markets, operate in highly regulated and constrained environments (e.g. FedRAMP), and deliver on enterprise-grade SLAs. - Enable AI-native engineering — as Ramp builds increasingly AI-powered products, PE is the team that makes sure the platform can support them. You'll proactively partner with product teams on AI infrastructure patterns, define the golden paths that turn one-off solutions into reusable foundations, and stay ahead of emerging challenges before they become blockers. - Build developer tooling and self-service infrastructure — so that other teams can answer their own questions (cost, performance, reliability) without involving PE. - Participate in on-call rotation — and more importantly, use every incident as a signal to eliminate the root cause, not just resolve the symptom. - Lead across the company — PE doesn't just review designs or show up when called. We proactively initiate cross-team architectural reviews, and we take full ownership of company-wide reliability and scalability initiatives: identifying the problem, proposing the solution, aligning the stakeholders, and staying in until it's done. WHAT WE LOOK FOR We don't hire for a checklist. We hire for the instincts that make someone exceptional on this team. The mindset we're looking for: - You love building teams, mentoring engineers, and helping people grow—and you are equally energized by writing code, reviewing designs, and digging into complex distributed systems. - You are a true player-coach. You know when to coach, delegate, and create space for others to lead; you also know when your direct technical involvement will create the most leverage. - You can set a technical direction, bring people along, and then lock in with the team to make it happen. - You do not believe managing engineers means stepping away from the technology or the code. - You can't walk past something broken without wanting to fix it — and you don't stop at the workaround. You find the root cause and eliminate the class of problem. - You think in systems, not tasks. You understand that "fixing the bug" is step one; making it so the bug can't happen again is the job. - You move with urgency but without chaos. You know when to go fast and when to slow down and do it right. - You treat product teams as your users. You build for them, communicate with them proactively, and measure success by how much faster they can ship. But you're also an owner — when something is broken or blocking, you don't wait to be asked. We win when our customers win. - You leave things better than you found them. Every system…