Senior Engineering Manager, Infrastructure Security Engineering - DGX Cloud

What You Will Be Doing:

• Grow the Team: Manage, coach, and develop a distributed team of senior security and infrastructure engineers. You own hiring, growth, and performance, and you build a bench deep enough that our capability never rests on one person. Heroics signal a system that needs fixing, so you protect sustainable pace.

• Set Technical Direction: Partner with your engineers on the roadmap for our security control plane, our foundational security services, and the path toward autonomous security operations. Leadership owns the mission and the strategy; the team owns the execution.

• Deliver Outcomes, Not Tickets: Run a lightweight planning rhythm where the team commits to a result and the reason it matters, then reflects openly on what to change next. We are measured by the risks we eliminate, not the tickets we close.

• Assemble Teams Around the Work: Staff each effort with the smallest group who can deliver it, and a clear owner accountable for landing it. Teams form around the work and dissolve when it's done. Make that motion fast, fair, and a real growth opportunity.

• Raise the Engineering Bar: Hold a high standard for what "done" means: tested code, observability, operational readiness, and documentation someone who didn't build the system can operate from. AI-assisted work ships with real human ownership behind it.

• Communicate Risk Upward: Translate a complex, fast-moving risk picture into something executives can act on. Declare the unknowns honestly, turn risk assessment into measurable themes, and make trade-offs legible to the people funding them.

• Multi-Functional Collaboration: Build the partnerships that make the work land. We operate horizontally across vertically organized teams, with influence rather than authority. Your credibility with DGX Cloud platform, SRE, networking, and broader NVIDIA security partners is a delivery mechanism, not a nicety.

What We Need to See:

We are looking for high-caliber engineering leaders with deep spikes of expertise in a few of these areas and the intellectual curiosity to dive into the rest. If your experience aligns with the core of this role—building and growing teams that engineer risk out of existence—and you can show us how, we want to hear from you!

• Engineering Management: Experience (7+ years) managing engineers, within a broader career (14+ years) across software engineering, SRE, infrastructure, or security. You have grown people, not only shipped projects.

• Technical Credibility: Enough hands-on depth in infrastructure, distributed systems, or security engineering to earn the trust of senior engineers. You can review a design honestly and recognize when an estimate doesn't add up. You don't need to be the best engineer in the room; you need to build the room.

• Hiring and Developing Talent: A history of attracting, hiring, and growing excellent engineers, including people far more expert than you in their domain. You build interview and calibration practices that make hiring repeatable and fair.

• Delivery Under Ambiguity: You can take a high-stakes, loosely defined mandate and turn it into sequenced, measurable delivery. You are comfortable proving a model on a few systems first, then using that success to expand.

• Cloud-Native and Security Fluency: Working understanding of cloud-native architecture, container orchestration (Kubernetes), identity and access, policy enforcement, and vulnerability management—enough to build it and ask the questions that matter.

• Influence Without Authority: Experience delivering through partner teams you do not own, in environments where relationships, not org charts, determine whether the work ships.

• Foundation: Bachelor's degree in Computer Science, Engineering, or a related technical field (or equivalent experience).

Ways To Stand Out from the Crowd:

• HPC/AI Infrastructure: Experience running teams that secure or operate high-performance computing environments, large GPU fleets, or multi-tenant platforms at cloud scale.

• Security as an Internal Product: You have delivered security or infrastructure capabilities with real adoption metrics, where teams took the paved road because it was the easiest path.

• Building a Function from Scratch: Experience standing up a team, a practice, or an engineering culture where none existed—charter, agreements, rituals, and all.

• Scaling Without Dilution: A history of growing a team quickly while the bar went up rather than down. How have you scaled a team and raised the standard at the same time?