Today, issue management across GRC is fragmented. A finding surfaces in a controls test, an audit, or a risk assessment, and the work to fix it scatters across spreadsheets, email, and disconnected tools. Owners are unclear, deadlines slip quietly, and proving that an issue was actually resolved could mean reconstructing evidence after the fact.
The Issue Management team exists to change that: one system of record for remediation with a consistent lifecycle across GRC solutions. The Engineering Manager is accountable for the health of a delivery pipeline, the growth of the engineers on it, and the quality bar the team holds itself to. You will own the engineering decisions, architecture, and resourcing for a domain where AI-assisted remediation is the north star: issues are triaged, routed, and tracked to closure with intelligence, and every action, decision, and piece of evidence is traceable and defensible to auditors and regulators.
What You’ll Own
Team & Delivery Leadership
Lead a team of engineers, assigning roles and tasks based on team goals and individual growth areas
Own the delivery schedule for your team and communicate risk to group leadership early
Own the issue management lifecycle and the patterns that keep it consistent across all GRC solutions alongside your Product and Design counterparts
Drive development of core issue management capabilities: issue and action plan management, workflow and approvals, notifications and escalation, evidence capture, and the public APIs other solutions and customers build on
Build and maintain the audit trail, history, and evidence infrastructure that make remediation status trustworthy and defensible to auditors
Define and execute product quality strategy in partnership with group leaders and individual contributors
Reinforce Workiva values, principles, product development standards, and agile practices across your squad(s)
People Leadership
Assess and document individual performance accurately, recognizing real contribution and growth, not just output volume
Run regular 1:1s that build trust and surface what’s actually going on, not just status updates
Coach engineers through career development, technical growth, and obstacles, including hard conversations when performance needs to change
Own team health: build a positive, engaged environment and resolve conflict directly rather than letting it fester
Prioritize your reports’ growth deliberately, identifying and creating opportunities that match where they want to go
Participate actively in recruiting, selection, and onboarding of new team members
Cross-Functional & Technical Ownership
Serve as the engineering voice alongside the Product Manager and UX Lead, shaping domain direction together
Manage collaboration at the seams where upstream solutions integrate into the issue management solution; define those contracts clearly and early.
Represent your team’s resourcing needs and priorities to group leadership with clear tradeoffs, not just requests
Partner with group leaders to define and plan team and group objectives
Identify technical risk early and communicate it clearly to leadership, before it becomes a fire
AI-Era Engineering Judgment
Build toward AI-assisted workflows while maintaining full manual paths for practitioners who need them
Ensure all AI-generated outputs are explainable, auditable, and traceable to source data; a human stays accountable for every decision
Hold the quality bar for AI-generated content to the trust standard required by high-stakes GRC audiences: boards, audit committees, and regulators
Evaluate your team’s output based on judgment and outcomes, not shipped volume, distinguishing genuine skill growth from AI-assisted output that looks productive but isn’t
Ensure your team’s code review and quality gates keep pace with AI-generated code, catching hallucinated logic, subtle errors, and security gaps before they ship
Coach engineers to work effectively with AI while keeping the ability to work…