About Dynamoney

At Dynamoney, we’re on a journey to become the lender of choice for Australian SMEs, helping business owners access the funding they need to grow, adapt, and succeed. Our customers are at the heart of everything we do; their goals, challenges, and experiences shape how we design our products, deliver our services, and guide our decision-making.

Position Purpose The Head of Engineering owns Dynamoney’s software engineering function and technology estate, including the IT Service Desk, and is accountable for the delivery, architecture, quality, resilience and security of the platforms supporting the lending business.

This is a hands-on leadership role, directly leading developers while remaining technically credible in design, code review and complex problem-solving. The role also owns the technology roadmap, engineering operating model and vendor relationships, connecting commercial priorities with technical execution across in-house development, platform configuration and vendor delivery.

Key Responsibilities

Hands-On Technical Leadership

- Set and own the architecture for the platform estate – integration patterns, data flows, API design, and service boundaries – documenting decisions and their trade-offs so they can be challenged and revisited when required.
- Contribute personally to design and code on the highest-risk and highest-complexity components, reference implementations, and technical spikes, maintaining the technical credibility on which the role depends.
- Lead design and code review, holding the team to explicit engineering standards covering testing, security-by-design, observability, and maintainability.
- Own the CI/CD pipeline and engineering toolchain, driving automation of build, test, and deployment to reduce release risk and shorten cycle time.
- Lead production incident response as the senior technical escalation point and drive root-cause remediation through to closure rather than accepting symptomatic fixes.
- Manage technical debt deliberately maintaining a visible, prioritised and costed remediation backlog, and negotiating its funding alongside feature delivery.

Team Leadership and Capability Development

- Leadership of the development team – objective setting, performance and career management and coaching.
- Work closely with People and Culture wrt recruitment and onboarding for the function, to deliver the roadmap and building a credible hiring pipeline.
- Establish delegated technical leadership within the team, developing at least one senior engineer capable of deputising on architecture and delivery decisions.
- Build resilience and succession depth, eliminating single points of knowledge through documentation, pairing, and deliberate rotation across the estate.
- Run effective delivery rituals, partnering with Product Owners to convert prioritised backlogs into predictable throughput and removing impediments decisively.
- Lead the IT Service Desk function, setting service standards, priorities, escalation paths and accountability for resolving incidents and requests.

Technology Strategy and Architecture

- Own a rolling 12–18-month technology roadmap aligned to business strategy, sequencing platform, integration, and infrastructure investment.
- Lead build, buy, and configure assessments, providing rigorous, evidence-based recommendations on total cost of ownership, delivery risk,



and long-term optionality.
- Define the target technology architecture and the migration path to it from the current estate, making transition states explicit, sequenced, and fundable.
- Design the engineering operating model ie how it interfaces with product, transformation, operations, risk, and vendor partners and evolves it as the function scales.
- Maintain awareness of emerging technology relevant to non-bank lending, including AI-assisted engineering and decisioning, open banking, payments, and cloud-native platform patterns, and translate it into practical recommendations.

Vendor and Commercial Management

- Own the technical relationship with platform and implementation vendors, holding them to contracted scope, quality standards, and delivery commitments.
- Lead technical due diligence in vendor selection, covering architecture fit, integration effort, security posture, extensibility, and exit and portability considerations.
- Govern vendor-delivered change to the same engineering standards applied to in-house build, including code and configuration review where contractually available.
- Manage the engineering budget across cloud, licensing, tooling, and contracted capacity.
- Contribute to business cases and investment proposals for technology investment, providing analytical rigour, credible estimates, and clear articulation of expected value and risk.

Risk, Security and Compliance

- Own the security posture of the engineering estate – secure development practices, vulnerability and patch management, access control, and secrets management.
- Embed regulatory and compliance obligations into technical design from inception, including privacy, data handling, and the organisation’s obligations as a non-bank lender.
- Own technology resilience – disaster recovery, backup, and business continuity for engineering-owned systems, including periodic testing that recovery objectives are genuinely achievable.
- Assess and control the downstream impact of change, ensuring workplace, change, and release controls are applied rigorously and evidenced.
- Support internal audit, risk assurance and regulatory review, providing architecture documentation, control evidence, and credible remediation plans.

Stakeholder Support and Collaboration

- Serve as the senior voice to the ExCo and programme governance forums, translating technical constraint, risk, and investment need into commercial language and clear decisions.
- Partner with Product Owners and the Transformation function to convert roadmap ambition into realistic delivery plans, with honest estimation and early escalation of feasibility concerns.
- Work with Operations, Credit, Risk and Compliance functions to ensure technical solutions serve enterprise outcomes rather than local optimisation.
- Collaborate with the Data and Analytics function to ensure platforms generate the data required for operational, management, and regulatory reporting.

Quality and Continuous Improvement





- Establish and maintain engineering quality standards – definition of done test automation coverage, code review protocols, and release readiness criteria.
- Instrument the platform for observability, ensuring performance, error, and capacity signals are available and acted upon before they become customer-impacting incidents.
- Run blameless post-incident and post-implementation reviews, converting lessons learned into changes to standards, tooling, or architecture.
- Track and improve engineering effectiveness using objective measures of flow, quality, and stability rather than activity or utilisation.

Key Performance Indicators (KPIs)

- Delivery predictability – proportion of committed roadmap items delivered within the planned quarter, together with the rate of unplanned scope injection.
- Change lead time – elapsed time from work commencing to being live in production, as a measure of engineering flow efficiency.
- Production quality and stability – volume and severity of defects and incidents reaching production per release cycle, change failure rate, and mean time to restore.
- Resilience and security posture – availability against target, currency of patching and remediation of known vulnerabilities within agreed windows and demonstrated recovery capability against RTO and RPO commitments.
- Service desk performance – incidents and requests resolved within agreed service levels, backlog health, recurring issue reduction and stakeholder satisfaction.
- Technical debt trajectory – measurable reduction in prioritised technical debt and legacy dependency, evidencing that the estate is becoming easier and cheaper to change.
- Team capability and retention – voluntary retention, capability progression against development plans, and demonstrable reduction in key-person concentration.
- Budget and vendor performance – engineering spends against forecast, and vendor delivery against contracted scope, quality, and timeline.

Skills and Experience

Essential

- 10+ years in software engineering, including 3+ years leading and line-managing engineering teams.
- Demonstrable current hands-on capability – able to review and contribute to code and lead technical design personally.
- Deep experience in systems integration and API-led architecture across vendor platforms and internally built services.
- Cloud-native delivery experience, including infrastructure-as-code, CI/CD, and production observability.
- Track record of setting and enforcing engineering standards that measurably improved quality, stability, or delivery pace.
- Vendor and partner management experience, including technical due diligence and holding implementation partners to account.
- Proven executive communication skills.
- Experience overseeing an IT service desk or end-user technology support function.
- Experience delivering within a regulated environment, with a working understanding of security, privacy, and change control obligations.

Desirable

- Experience in financial services, non-bank lending, asset finance, or payments.
- Exposure to core lending, origination and onboarding, collections, AI and CRM platform ecosystems.
- Experience with data platforms and reporting pipelines supporting management and regulatory reporting.
- Practical experience adopting AI-assisted engineering tooling with appropriate quality and security controls.

📌 Head of Engineering (Sydney)
🏢 Dynamoney
📍 Sydney