This page aims to communicate what is expected from a manager at Airbyte.


The purpose of this document is to outline the principles of a manager at Airbyte. The document focuses on WHAT and anchors heavily on our values and our methodologies. The HOW will be addressed by our People team.

Manager is the most challenging job at Airbyte

At Airbyte we are building a great product for our community and our customers. We want to make all data available and actionable to everyone, everywhere. It is a very challenging task and we are building a world-class team to solve it.
Our team is composed of A-players who thrive when working at the edge of their abilities. As such, we hold each other and people joining the team to high standards and high expectations. In this high talent density environment, our standards and expectations for managers are even higher.
Not everyone can nor should be a manager. A manager is not a promotion. It is a fork in one’s career. This is why we made sure both the Individual Contributor track and the Manager track are equivalent. You should only look at this role if the set of problems that it solves are of interest to you.
Airbyte managers are here to create leverage for the company by enabling their teams. They contribute to Airbyte success by making best use of their team’s talent in a constrained environment. This requires an ability to be ruthless with priorities and to create strong focus within the team.
If a manager falls short of our standards and expectations, it will have a ripple effect on the rest of the company, our community, our customers and our investors.
This makes the manager’s role the most challenging job at Airbyte.

Manager’s responsibilities

A manager has three core responsibilities:
  1. 1.
    Developing a strong team:
    • Your team from the inside.
    • This is how your team operates, including how values are applied.
  2. 2.
    Maximizing team’s impact:
    • Your team from the outside.
    • This is what comes out of your team, the impact it has on the broader team.
  3. 3.
    Acting as a leader and ambassador:
    • You as an individual.
    • This is how you behave and your personal leadership.
⇒ These 3 pillars are how a manager will be evaluated.

Manager at Airbyte

We built our methodology as a tool that can be leveraged to successfully execute on these pillars. Here is how to apply the methodology in your role as a manager.

Developing a strong team

Grow via Impact

  • You coach your team to set and hit their personal goals
  • You push your team outside their comfort zone so they continuously grow
  • You coach and enable people to make their own decisions in the best interest of Airbyte
  • You recognize and reward impactful learnings and achievements, and core value related behaviors
  • You foster an environment where your team doesn’t fear failure and that encourage personal growth

Talent Density

  • You attract and retain A-players in the company
  • You act swiftly if people are not A-players
  • You provide clear expectations and regular feedback to ensure it is never a surprise to the person when actions are taken due to their performance

Maximizing team’s impact

Deliver Outcome

  • You increase your team’s velocity
  • Your team produces impactful results
  • Your team stays true to their time commitments
  • You support your team in removing obstacles and impediments
  • Your team learns from their mistakes

Lead with Context

  • Your team understands the relationship between their work and business impact
  • Your team understands why something is being asked of them, why something is changing and why it was decided
  • You communicate goals clearly and concisely
  • The context you provide makes your team autonomous and empowers them

Acting as a leader and ambassador

Act with integrity

  • You are an ambassador of Airbyte’s values
  • Your words and actions carry weight. Exercise them responsibly
  • You foster strong culture anchored to our values
  • A leader is never the hero, the team as a whole is

Have a vision

  • Your team understands their charter, purpose and what they are building towards
  • You support your team in planning, investing and executing toward that vision
  • You understand what projects matter to the broader team