Engineering Manager (FE) - Commercialisation team

Job Description

About the team

Commercialisation sits within the Revenue Platform group at Canva. The team is responsible for building new initiatives that unify the way end users interact with AI features — including the credit model that determines how much usage each feature consumes. Our work creates better opportunities for users to access and benefit from AI capabilities, while ensuring Canva can manage the underlying cost of delivering those features sustainably.

We also build and maintain the mechanisms that enable users to upgrade to Canva subscription products — including Canva Pro and Canva Business — across both Canva surfaces and external applications such as Affinity.

It's a space where technical complexity meets real commercial impact, and where the decisions we make have direct consequences for millions of users and the business.

What you'd be doing in this role

As Canva scales, change continues to be part of our DNA. But we like to think that's all part of the fun. So this will give you the flavour of the type of things you'll be working on when you start, but this will likely evolve.

This isn't a traditional people management role. You'll be equally at home in a design doc as you are in a one-on-one — a hands-on technical leader who shapes the engineering craft of a team while actively contributing to it. You'll lead by doing: setting the standard for code quality, system design, and engineering rigour, while coaching engineers to grow into the best versions of their technical selves.

At the moment, this role is focused on:

• Owning and evolving the technical direction of the team — including architecture decisions, system design trade-offs, and long-term platform health

• Being hands-on in the codebase: contributing to complex features, leading critical design reviews, and unblocking engineers on technical problems

• Coaching engineers in day-to-day technical work — reviewing code with intent, pairing on complex problems, and helping them think through design decisions more deeply

• Raising the technical bar of the team through direct feedback, mentorship, and modelling excellent engineering craft

• Driving engineering quality and best practices, from testing and observability to code structure and scalable patterns

• Partnering with Product Managers and designers to shape scope, surface technical trade-offs, and translate ambiguous problems into clear, deliverable solutions — while staying close to the implementation details

• Supporting delivery of complex, cross-cutting work — stepping in to contribute directly when it counts

• Nurturing an inclusive, high-trust team culture where engineers feel safe to take risks, ask questions, and grow

• Mentoring engineers not just in career development and ways of working, but in technical problem-solving, engineering judgement, and craft

• Driving effective delivery rituals and growth cycles while keeping the team focused on impact

You're probably a match if

• You're a strong engineer first — with a track record of delivering complex technical work and making sound architectural decisions

• You have experience leading or informally mentoring engineers, and you find genuine energy in helping others level up technically

• You hold high standards for engineering craft — code quality, system design, testing, performance — and you know how to bring others along without being prescriptive

• You're comfortable being hands-on in the codebase while also zooming out to think about team direction and technical strategy

• You can move fluidly between a whiteboard architecture session, a deep code review, and a career growth conversation — often in the same day

• You're a clear communicator who can translate technical complexity for non-technical partners, and translate product ambiguity into clean technical plans

• You thrive in fast-paced, evolving environments and can balance delivery rigour with pragmatic decision-making

• You care about developing others and believe that the best engineering leaders make their teams more capable — not more dependent