Engineering Manager · IQ Line · Delhi NCR · Open to EM roles

Akshay Seth

Engineering Manager, Systems Architect, Team Builder, Delivery Owner.

I build the system around the team so that good outcomes stop being heroic. Ten years across engineering execution, architecture and delivery — most recently AI-driven workflows that let teams ship at 10× the speed without trading away the standards that keep them safe.

View résumé See how I operate
01 — Approach

Design the system, and good code stops being heroic.

I do not think the job is writing the most code. I think the job is building the system around the team — the review norms, the onboarding path, the delivery pipeline, the approval gates — so that the good outcome is the default one, not the one that required someone to stay late.

That belief shows up twice on this page at two different altitudes. Pro code is the argument applied to software: eleven agents turn a spec into a deployed codebase, a human approves every handoff, and 10 working days of work became 1. Hiring and onboarding is the same argument applied to people: write the loop down, hand new joiners a checklist, and two months of ramp became one.

It also means knowing when to push the other way. On Kraft Heinz I made delivery 1.2× slower on purpose, because correctness was worth more than speed to a listed company. Same principle, opposite direction.

02 — Trajectory

Seven teams, one direction.

From writing code, to designing the systems, to building the teams that do both. The line draws as you scroll — it is the actual shape of the last ten years.

B.Tech Computer Science · Amity University, Noida · 2012–2016

  1. May 2026 — Present

    IQ Line

    Engineering Manager

    10 engineers, 3 projects. Built interview SOPs and onboarding from scratch. Owned AIIMS delivery — sensitive data, real compliance constraints. Set technical strategy with senior leadership.

  2. Sep 2025 — Apr 2026

    Apply Digital

    Staff Software Engineer

    24 engineers across Frontend, Backend and DevOps. Owned delivery for Kraft Heinz. Architected the agent-orchestrated delivery workflow.

  3. Oct 2024 — Sep 2025

    Google via Fluxon

    Senior Software Engineer

    Internal product features across REWS SPH, Campus Planning and Kioskly, to Google engineering standards.

  4. Sep 2021 — Sep 2024

    Eunimart Omnichannel

    Solution Architect

  5. Feb 2020 — Sep 2021

    Crisp Analytics

    Technical Architect

  6. Nov 2018 — Feb 2020

    Finvest FX

    Technical Lead

  7. Jun 2016 — Nov 2018

    Rev Infotech

    Senior Software Engineer

03 — Decisions

Three decisions made under constraint.

Not a project list. Each one is a problem I was handed, the call I made, and what actually changed.

Problem

The gap between a written product spec and working software is where most delivery time disappears. Handoffs lose intent; every stage re-derives what the last one already knew.

Decision

Eleven specialised agents carry one spec end to end — Spec, Market Research, PRD, UX Design, Architecture, Epics, Development, QA, PO Review, DevOps, and a CTO supervisor reviewing failures. A human approves every handoff. The gate is the point: the system is fast because a person decides when it advances, not despite it.

Outcome

A change that took 10 working days now takes 1. The engineering job shifted from writing it to reviewing it. Execution was the bottleneck, not judgment — and execution is the part that does not scale with headcount.

Self-hosted Eleven agents Approval gates Spec-driven 10 working days → 1

Problem

Twenty-four engineers across Frontend, Backend and DevOps, delivering for Kraft Heinz, with feature velocity and security integrity pulling in opposite directions.

Decision

I slowed delivery down by 1.2×, deliberately. Kraft Heinz is a listed company — a compliance failure costs them real money. So I traded speed for correctness, consistency and security, and I made the trade explicit rather than letting it happen by accident in code review.

Outcome

Quality held, and the culture moved with it. Engineers stopped spending their weeks fixing what the team shipped months earlier and started working on things that mattered. That was the outcome I actually wanted.

24 engineers 3 disciplines Listed-company compliance 1.2× slower, on purpose

Problem

New engineers were taking too long to become genuinely useful, and interview quality depended on who happened to run the loop that week.

Decision

Write it down. Structured interview SOPs with defined signals per stage, and an onboarding path with explicit milestones — so both stop depending on individual memory and start being something the team owns.

Outcome

Onboarding went from two months to one. Everything a new joiner needs is written down, and they get a checklist on day one.

Interview SOPs Structured onboarding Day-one checklist 2 months → 1

EarlierCommerce platforms at Eunimart and Siva3. Insurance issuance for Canara HSBC on a microservice architecture with Kafka and Redis. Field-force automation for Usha International. Risk management for foreign-exchange operations at Finvest FX.

04 — Leadership

What I actually do all day.

The part of the job that does not appear in a commit history.

Hiring

I run the loop, and I wrote the loop

Structured interview SOPs with defined signals per stage. Consistency matters more than cleverness — a loop that anyone on the team can run is worth more than one that only I can.

Interview design Signal definition Panel training
Growing people

Mentorship as a delivery strategy

Mentorship and code quality are not soft concerns. They are how you get predictable delivery from a team that changes shape every six months.

1:1s Code review norms Career pathing
Strategy

Translating between leadership and engineering

Defining technical strategy and roadmap with senior leadership, then making it legible to the people who have to build it. Most of the failure happens in that translation.

Roadmap Technical strategy Stakeholder alignment
Delivery

Owning the outcome, not the ticket

Cross-functional delivery across 3 concurrent projects, including a compliance-bound healthcare programme. End-to-end ownership means the release, not the pull request.

Agile practice Release ownership Compliance
05 — Contact

Get in touch.

Sent. I'll come back to you.

Currently Engineering Manager at IQ Line, and open to EM and engineering leadership roles.

If the form fails, email me directly at aseth200@gmail.com.