We build electric motorcycles. The ride feels simple and alive. The rest should be too.

We are not there yet. You will help us get there.

The Product Experience (P.Ex) organization is responsible for how the motorcycle feels to use. We design and build the firmware that runs on the bike, the dash the rider sees, the mobile app they carry, the diagnostic tools used in the field, and the cloud systems that connect them.

The Firmware Products team, within the P.Ex org, is responsible for delivering the behavior of the motorcycle itself. The team spans firmware development, battery performance engineering, and test engineering, owning the full value chain from firmware requirements to field validation. Every safety decision, performance characteristic, and response the bike makes to the rider runs through this system. Riders love and trust it.

We are expanding to multiple ambitious platforms. As we do, we are looking for a leader who can learn alongside the team and mentor the team to deliver in smaller batches, with faster validation and instrumentation, and set up feedback loops that bring rider behavior directly into how work gets prioritized. We need someone who can set up systems that help the team learn continuously without disrupting the care they have for each other.

What You'll Do

You will lead the Firmware Products team end to end, leading 8-12 engineers across firmware development, battery performance, and test, spread across locations. You decide what problems need to be solved next, and you work with the Firmware, BMS, and Vehicle Architects to ensure they are framed and addressed well. You will care deeply about the people on the team and invest in their growth as engineers, system thinkers, and craftspeople.

You walk in every Monday with more ideas to make your team shoot for greatness than you have the time to implement.

Team Leadership and Growth

• Know what each person cares about, what they are working toward, and what is getting in their way, and act on that knowledge continuously, not just at review time.

• Feedback is direct, specific, and timely. People on this team never wonder where they stand with you.

• Coach lean ways of working across a multi-discipline team by example, and build the conditions where the team becomes self-organizing without authority-driven mandates.

Firmware as a Product

• Think about what riders need from firmware before thinking about what the team should build. That order is not negotiable.

• Translate rider and business needs into work the team can execute in small, testable slices, and keep the backlog honest by saying no to what does not move the product forward.

• Know the difference between a team closing tickets and a team solving problems, and do not let one masquerade as the other.

Stay Technically Hands-On

• Get in the trenches with the Firmware and BMS Architects to create the conditions in which they do their best work: clear priorities, protected focus, and problems framed well enough to be worth solving.

• Partner with the Vehicle Architect to ensure firmware decisions stay coherent at the vehicle level.

• Write code, review code, debug hard problems, and critique designs. Be technically credible enough that architects want to think through their hardest problems with you.

Delivery System and Flow

• Own the system through which work moves from idea to field, and treat improving it as part of the job.

• Keep batches small, integration continuous, and validation part of building rather than after it.

• Surface risk early enough that the team can act on it.

Instrumentation and Field Learning

• Identify, implement, and monitor the firmware data points to understand what is happening on vehicles in the field.

• Build feedback loops between field behavior and how work gets planned, so that rider experience actively shapes the backlog.

• The team learns from usage, instead of reacting to incidents.

Cross-functional Collaboration

• Review hardware design decisions, component qualification, and vendor firmware where they affect system behavior.

• Work with CX to ensure firmware releases reach customers without friction, and that what CX hears from customers finds its way back into how work gets prioritized.

• Keep program commitments grounded in technical reality. Partner with PMO and surface risks early enough that they can be managed.

• Represent the team's work to the exec team and marketing in terms that shape decisions, not just inform them.

AI Adoption

• Use AI tools fluently and daily, with tools like Claude Code as a starting point, and push well into using AI as a genuine thought partner in architecture, debugging, prioritization, and technical decision-making.

• Drive AI adoption across the team with urgency, finding concrete ways it unlocks higher levels of performance, and bring leadership along with you.

• Create upward pressure. If there are tools or capabilities the team needs and does not yet have, you surface them and make the case.