Head of Engineering

Start free →

Or apply yourself on the official page →

About the role

About Odin Odin is building the investment infrastructure for the future of private markets. We believe capital is one of the most powerful tools for shaping the world - and more people should know how to put it to work. Our mission is to make it radically easier to raise and deploy capital, so that anyone, anywhere, can back the companies and ideas they believe in. Our first product is a full-stack platform for launching and running private investment firms, allowing you to run everything from your phone - think Shopify for VC and PE. We handle all the infrastructure: from legal structuring and investor onboarding to KYC/AML, payments, tax, reporting, and exits. We're already trusted by over 10,000 angels, VCs, and founders. We administer over $750m in assets, covering investments from pre-seed to series E. This includes household names like ElevenLabs, OpenAI, SpaceX, xAI, Anduril, etc. but also new companies creating everything from synthetic brains to small nuclear reactors. The Role This is the role for an engineer with high agency, a disdain for bureaucracy, and an instinct to drive things forward without waiting for structure to be put in place. If you've been senior at a slow-moving company and you're frustrated by the gap between what should be possible and what actually ships, this is the antidote. Odin is post-PMF, revenue-generating, and preparing to scale into the US. We're hiring our founding Head of Engineering.At our stage there's no such thing as a leader who isn't hands-on. The strongest technical contributor in the room should be you. We don't have capacity for non-technical middle management. Responsibilities • Engineering execution. Accountable for what engineering ships and how. About half the role is hands-on in the codebase - owning features and the harder calls in the system. • Engineering standards. Code quality, testing, code review, documentation, post-mortems, on-call - the bar gets set here, and held. • Performance management. Give direct, specific, technical feedback quickly when someone isn't performing, and make the hard calls. Grow people through high standards and direct feedback - not frameworks, PIPs, or formal coaching programmes. • Hiring and team growth. Hiring, onboarding, and developing engineers as the team grows from six to ~15-20 over the next two years. • AI productivity. Turning individual AI productivity gains into team-level output that customers feel - through how the team works, what gets built, and what gets measured. • Engineering reliability. Root-cause discipline, pre-mortems before customer-facing launches, on-call, incident response - the practices that make shipping bug-free a system, not a hope. Especially important given the financial accuracy required across multiple jurisdictions. • Working with Product. Product owns what we ship; engineering owns how it's built so we can ship regularly and reliably. The answers to "why is it built this way?" live here. • Technical partner relationships. Engineering counterpart on banking, KYC, custodians, and vendor diligence. Build-vs-buy calls sit here too. The kind of person who thrives here The right person is intense in the best way: action-oriented, curious, direct, and frustrated by slow delivery. A through-and-through builder - you still write code in your spare time, you're naturally pulled to the hardest problems, and you can't stop until you've shipped the solution. Senior engineers respect you because you've earned it through your work, not because of your title. They want to be managed by you because you're the strongest engineer in the room and the one who gives direct, useful feedback. You can call something out and have it taken on board - the team already knows you're brilliant at the actual work. Feedback run

View the official posting →