Windows Engineering Manager

For more than 25 years, Renewed Vision has built production software for live events. Our products, including ProPresenter, power worship services, broadcasts, corporate events, and sports venues around the world. We are a mostly remote team, with our home office just outside Atlanta, Georgia.

The Role: The Windows team builds ProPresenter on Windows, a desktop application that runs live production for worship services, broadcasts, corporate events, and sports venues around the world. When our software is live there's no second take as it's running in front of a live audience. Our vision is a Windows experience our customers trust completely, performant under load, and rock solid in the moments that matter most.

This team sits at the cross-section of product, engineering, QA, and the shared native core that powers ProPresenter across platforms. You will play a highly cross-functional role, partnering with the other engineering teams, product, design, QA, and support to ensure everything the team ships is both functionally and operationally excellent.

We are looking for an engineering leader to guide this team as it builds that experience. You are technically credible in C#/.NET desktop development, but your primary craft is leadership, you cultivate a collaborative environment, mentor a range of engineers from seasoned veterans to newcomers, and think strategically about the architecture and delivery decisions that unlock new product capabilities. Above all, you keep the team close to the people who depend on it, the operator at the desk on show night, and you lead with the humility, honesty, and service that define how we work.
What You'll Do:

- People
- Own hiring, coaching, growth, and performance for the Windows team.

- Hold regular 1:1s with every report, conduct performance reviews, and build an individual growth plan for each engineer against our engineering career framework.

- Actively participate in recruiting, from sourcing and screening through closing.

- Address performance issues directly and early, with honesty and care.

- Team Health
- Be accountable for the team's delivery and culture.

- Run the team's rituals: standups, sprint planning, and retros.

- Monitor team morale and address friction before it becomes a problem.

- Ensure the team is genuinely improving as a unit, not just shipping.

- Delivery
- Keep the team's work on track and manage dependencies within the team.

- Communicate blockers, risks, and progress proactively so the team's work is visible and understood by stakeholders.

- Work with cross-functional partners (product, design, QA, support) on planning and execution.

- Bring a product mindset and be comfortable making product calls when there isn't a PM in the room to allow the team to move forward.

- Velocity & Impact
- Own the team's throughput, the pace and predictability with which they ship, and the removal of whatever slows it down like process friction, unclear priorities, or technical drag.

- Push the team toward leverage, the changes that move the product and the business in the right direction, not just the ticket count. Help engineers tell the difference between motion and progress.

- Use every tool available to raise the ceiling on what the team can accomplish, AI-assisted development among them, coach engineers on where it accelerates real work, and keep the bar on quality and long-term maintainability fixed regardless of how the work gets done.

- Continuously improve how the team works, evaluate tooling and workflows, spread what's working, retire what isn't so the team keeps getting faster at the things that matter.

- Challenge the team to raise its ambitions, to take on bigger problems than it would on its own, and to measure itself by the outcomes it delivers rather than the effort it spends.

- Technical Judgment
- Exercise technical judgment in partnership with the team's technical leads. You do not own the architecture, but you understand th