Problem
Scenario
You are the engineering leader at a consumer brand platform that operates dozens of digital storefronts, content experiences, and partner integrations across a portfolio of licensed brands. The company has grown from 45 to 140 engineers in two years through acquisitions and new digital initiatives, but delivery speed has slowed: average cycle time has risen from 9 to 21 days, Sev-1 incidents are up 35% year over year, and nearly 40% of roadmap work now depends on two shared platform teams. Revenue from digital channels is expected to grow from $180M to $320M in the next 24 months, driven by international expansion, marketplace integrations, and new direct-to-consumer launches. Leadership is debating whether to keep a centralized functional model, move to brand-aligned product squads, or adopt a hybrid model with shared platforms plus domain-oriented teams.
Question
How would you think about the right engineering org design as the company scales, and what structure would you recommend given these growth goals and operating constraints?
Practicing as: Engineering Manager interview at Authentic Brands GroupHi, I'll play your Authentic Brands Group interviewer for the Engineering Manager role. Answer the question above like we're in the room, and I'll respond the way a real interviewer would.
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