UK remote
Director of Engineering - Performance and Insights
About this role
Director of Engineering - Performance & Insights Location: UK or Hungary - Hybrid, preferred 2 days per week in Basingstoke or London / Hungary, Budapest About the Role Performance & Insight is the part of HawkEye that engineers data-driven digital products built by small sport-focused squads that move at a pace only agentic development makes possible. As Director of Engineering, you are responsible for building the organisation that makes Hawk-Eye's Performance & Insight products easy to build, scale, maintain.
Your mission is to build a lean organisation with AI at the heart of it, capable of scaling through technology. Your organisation addresses the needs of top-tier sport clients - clubs, leagues, federations - seeking access to data and insights to unlock the next level of performance. You will lead and manage a ~50 people strong organisation, including web/mobile/data/cloud engineering. You will aim to scale the organisation and productivity with AI delegation patterns wherever possible.
Key Responsibilities Team Leadership and Management Build and lead a high-calibre Product & Engineering function with strong technical credibility and operational judgement. Hire, develop, and align engineering leaders and specialists across sports and disciplines within P&I Foster a culture of accountability, clarity, calm execution, and continuous improvement. Act as a senior internal leader who can bring structure to complexity without becoming bureaucratic.
Live by and advocate Hawk-Eye’s values: Be Owners, Be Brave, Be Inclusive. Engineering Standards and Shared Ways of Working Create practical standards to enable strong reliability, platform quality, operational readiness, and shared data governance across the whole of Hawk-Eye’s engineering. Balance central consistency with enough flexibility for different product and domain needs. Partner with product and engineering leaders so shared platform and data standards improve delivery speed.
Operational Leadership Identify systemic reliability risks, fragile dependencies, and operational bottlenecks early, and drive resolution. Introduce visible service health, ownership, and numeric baselines for the critical systems under your remit. Use major tournaments, flagship customers, and real operating pressure as proving grounds for improved resilience and trust. Transition the P&I organisation to structured and disciplined operational management.