Tech Lead and Manager (TLM), Production Engineering

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About the role

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 - Internal 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 withi

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