Developer Experience Manager

Define and deliver the developer platform strategy

• Own the roadmap for developer experience tooling across all engineering teams at Nuix

• Build and maintain standardised repository templates with CI pipelines, testing frameworks, linting, security scanning, dependency management, and documentation scaffolding baked in

• Design and operate our artifact repository strategy — structure, retention, dependency proxying, and developer usability

• Drive automation for release notes and changelog generation using commit, branch, tag, and PR metadata

• Evaluate and introduce new tooling that improves developer flow, code quality, and delivery speed

• Ensure our internal tools (source control, CI pipelines, code quality, artifact management, security scanning) are well-maintained, well-documented, and easy to use

Lead AI-enabled development practices

• Own the AI-DLC adoption strategy, guardrails, and measurement across engineering

• Identify and pilot practical use cases: PR review assistance, test generation, defect triage, documentation generation, and developer workflow acceleration

• Establish governance for responsible AI use in engineering — quality controls, security scanning, traceability, and usage guidance

• Partner with engineering leaders to scale what works and kill what doesn’t, with data to support both

Champion engineering best practices

• Work with Engineering Managers and Architects to raise the bar on standards — branching, versioning, PR hygiene, dependency management, and documentation

• Promote shift-left quality: automate unit, integration, and security testing within delivery pipelines so problems are caught before they reach humans

• Reduce build instability, flaky tests, and delivery bottlenecks through better tooling and clearer patterns

• Use DORA metrics and developer experience data to identify friction points and prioritise improvements

• Publish replicable patterns that any team can adopt without needing DevX involvement

Enable self-service and reduce friction

• Foster a culture where teams can build, test, release, and operate their services without filing tickets

• Replace manual processes with self-service platforms, golden paths, and sensible defaults

• Support teams through documentation, enablement sessions, office hours, and practical guidance

• Make developer support proactive rather than reactive

Extend into product operations

• Strengthen release execution through better release orchestration tooling, deployment readiness checks, and feature rollout controls

• Improve traceability from code to production — so teams (and customers) have confidence in what shipped

• Partner with product operations to improve the operational usability of what engineering delivers

Lead and grow the team

• Lead a team of 2–4 DevX engineers, growing them across both DevX and DevOps domains

• Set priorities based on engineering pain points, strategic bets, and measurable impact

• Balance reactive support with longer-term platform investment

• Build strong relationships across engineering managers, DevOps, QE, Security, and Product Operations

• Create career pathways for senior ICs (principal engineer track) and those interested in people leadership

To be clear about boundaries — the following are handled by other functions and are explicitly not part of this role:

• Day-to-day pipeline operations — Level 2 troubleshooting, environment provisioning, and keeping builds green is owned by DevOps Aligned/Embedded and Engineering teams

• Infrastructure administration — CI server instance management, build agent/AMI creation, plugin upgrades, and certificate management sit with DevOps Aligned/Embedded

• AWS environment management — FinOps reviews, cost alert routing, and account provisioning are DevOps Aligned/Embedded responsibilities

• Production cloud operations — SaaS infrastructure and production deployments are Cloud Ops/Platform

• Package creation — Shrink-wrap and SaaS builds are owned by engineering teams

Your job is to make all of the above easier for those teams through better tooling and standards — not to do it for them.