What Cognite is: Relentless to achieve
Cognite operates at the forefront of industrial digitalization, building AI, and data solutions that solve the world’s hardest, highest-impact problems. With unmatched industrial heritage and a comprehensive suite of AI capabilities, including low-code AI agents, Cognite accelerates the digital transformation to drive operational improvements.
We thrive in challenges. We challenge assumptions. We execute with speed and ownership. If you view obstacles as signals to step forward - not backwards - you’ll feel right at home here.
Our Moonshot is bold: Unlock $100B in customer value by 2035, and redefine how global industry works. Join us in this venture where AI and data meet ingenuity, and together, we will forge the path to a smarter, more connected industrial future.
About the role
Cognite's European Delivery organisation is growing in both scale and technical ambition. As Manager of Data Engineering, you will lead, develop, and retain a team of Data Engineers operating across some of the most complex industrial AI engagements in the market — ensuring they are technically strong, professionally developed, and set up to deliver at the standard our customers expect.
This is not a pure people management role. You will carry a meaningful delivery commitment — approximately 50% billable capacity — working on customer projects alongside your team. Your credibility as a manager depends on being a practitioner: you need to understand the work at depth in order to coach it, assess it, and
raise the bar on it.
You will be part of the Value Delivery (VD) Europe profession leadership team and work closely with Portfolio Managers, and cross-functional leaders across Value Delivery.
How you’ll demonstrate Ownership
People Development & Performance
- Own the professional development of your Data Engineers spanning junior to seasoned Data Engineers, running structured 1:1s, calibrated performance reviews, and growth conversations grounded in the Data
- Provide technically specific coaching — not generic management feedback. Your engineers should leave conversations with a clearer understanding of what good looks like and how to close the gap.