About Zenskar

Funding

The Problem We're Solving

What Customers Say

"We're saving 200+ hours/quarter on invoicing and receivables by completely automating our recurring billing."

• Noy Kalansky, Finance Controller, Pontera

"Zenskar automates revenue recognition accurately for our value-based billing: agents reducing manual hours by 70%."

• Matt Barnard, VP Finance, Vertice

"Zenskar’s agents automated 90% of our billing, integrated with our CRM, and accelerated revenue collection by a month."

• Ming Lui, VP Finance, Yembo

"Sardine had spent 4 years running billing in-house for high-volume, usage-based pricing. Zenskar took care of it all."

• Sardine team

"We launched our product 4 months faster instead of building an in-house system for our usage-based pricing."

• Kshitij Gupta, CEO, 100ms

About the role

What you'll do

• Decompose, size, and track delivery with real numbers, and call a slip early, before it's a surprise. Descope or kill something deliberately to protect a date when that's the right call
• Install process where none exists, alerting, error budgets, escape-rate tracking, estimation discipline, and get the team to actually adopt it, not just tolerate it
• Frame the right approach to ambiguous, underspecified problems: find the smallest real version, decide what's worth building for one customer versus a category, and name what you're deliberately not building
• Partner with Product to resolve in/out debates without steamrolling the roadmap or caving to it
• Manage a 10+ engineer team through the full range: a bored high performer, an under performer you have to move to a real decision, and everything in between
• Own a hiring bar without owning headcount, and hold it under real pressure to fill a seat
• Critique a design and catch the failure mode that's missing. At the top of the bar, originate the high-level shape yourself and take it down to interfaces, data model, and API contracts
• Lead your team through real production incidents: own the customer-facing response, run a postmortem that actually changes something
• Work with Support, Design, and Compliance/Finance, whose incentives genuinely differ from engineering's, and get real buy-in from them
• Manage up: deliver an uncomfortable truth to leadership, negotiate headcount or timeline under pressure, without capitulating or getting steamrolled
• Build a team people actually choose to stay on, through concrete practices, not a values poster
• Stay current on the industry through real people and sources, and tie a recent shift to a decision you actually changed

Who you are

• 10+ years of engineering experience, including 3+ years managing a team of 10 or more engineers directly
• A track record of calling delivery slips early, with real numbers, and protecting a date by cutting scope on purpose
• Have introduced a process that didn't exist before you, and gotten a team to actually follow it past the first week
• Default to first principles when there's no documented solution, and don't need a fully scoped problem to start working
• Have managed both a high performer at risk of drifting and an underperformer through to a real decision
• Have a stated hiring principle you've held under pressure to fill a seat, even when it cost you a candidate
• Enough technical range to critique a design and catch what's missing, and to originate a high-level shape yourself and take it to a correct low-level design when the problem calls for it, even though that's not your day-to-day
• Have led a team through a real production incident and owned the customer-facing response
• Have gotten real buy-in from a function whose incentives didn't naturally align with engineering's
• Have pushed back on your own manager's decision, or delivered a hard truth upward, and can walk through what actually happened
• Have built or maintained a concrete practice that made your team safer to speak up, and can point to evidence it worked

You should not apply if

• You need a fully defined problem before you can start working
• You moved into management to avoid technical complexity
• You optimize for process over outcomes
• You find edge cases annoying rather than interesting

Good to have

• Experience with financial systems, billing platforms, or fintech applications
• Knowledge of SaaS business models and compliance frameworks
• API design and integration experience
• Prior experience at a startup
• Product mindset, or experience managing managers
• Not taking yourself too seriously :)

Location

• Hybrid - 2 days per week
• Office Location: Indiranagar, Bengaluru.
• Address: 3rd Floor, A wing No 1, Carlton Towers, HAL Old Airport Rd, HAL 2nd Stage, Indiranagar, Bengaluru, Karnataka 560008.

Interview process

• R0, Recruiter screen (30 min): Fit, motivation, and a quick check for real, specific experience behind your background across delivery, process, people, and cross-functional work.
• R1, Technical critique, framing & prioritization (60 min): One real, broken Zenskar architecture doc. You critique it, frame the right approach to fixing it (not redesign it), prioritize the work under a real resource constraint, and propose the process that would stop this class of problem recurring.
• R2, Design under ambiguity & low-level design (60 min): A deliberately underspecified problem. You design it, ideally originating the shape yourself, and take it all the way down to interfaces and data model.
• R3, Project audit (60 min): A numbers-anchored walkthrough of one real initiative you led: team size, timeline planned versus actual, scope, risk, staffing, and communication.
• R4, People, hiring & organizational leadership (60 min): How you've managed a real team through real difficulty, held a hiring bar, led through a production incident, partnered across functions, managed up, and built a team people stay on.
• R5, Bar raiser (60 min): Values, judgment, and a deeper probe on whatever came through thinnest earlier in the process.
• Reference checks: Two former colleagues, run by two different people on our side, including how you behaved the last time a date was at risk and the toughest operational moment they saw you in.