QA lead

Job Role: QA lead

Location: Parsippany, NJ

Job Description:

Must Have Technical/Functional Skills

• Proven track record delivering Full stack websites and Mobile App (iOS/Android) initiatives end-to-end.
• BS/MS degree in Computer Science or closely related field or equivalent practical experience.
• 4+ years of experience managing engineers (mentoring staff/ principal engineers, setting technical direction, etc.)
• Playwright solid hands-on experience with end-to-end and cross-browser automation
• TypeScript strong proficiency, plus good JavaScript fundamentals
• Framework implementation experience building/implementing a Playwright framework (page objects, fixtures, config, reporting)
• Web + App testing proven experience testing both websites and applications, including responsive and cross-browser scenarios
• CI/CD integration running automated tests in pipelines (GitHub Actions, GitLab CI, Jenkins, or similar)
• Git version control and collaborative workflows
• QA fundamentals test design techniques, methodologies, and the software testing lifecycle

Roles & Responsibilities

• Define, own, and evolve the overall test automation strategy across web and mobile platforms.
• Design and implement a scalable, maintainable Playwright automation framework in TypeScript from scratch, including project structure, fixtures, reporting, and reusable utilities.
• Lead test planning, test case design, and coverage analysis for new features and regression cycles.
• Build and maintain automated end-to-end, integration, and cross-browser test suites for websites and applications.
• Integrate automated tests into CI/CD pipelines and ensure fast, reliable feedback on every build.
• Establish and enforce QA best practices, coding standards, and review processes for the automation codebase.
• Triage, investigate, and clearly document defects; partner with developers to drive timely resolution.
• Mentor and guide QA engineers, conducting code reviews and helping the team level up their automation skills.
• Track and report quality metrics (coverage, flakiness, defect trends, release readiness) to stakeholders.
• Collaborate closely with product, design, and engineering to embed quality early in the development lifecycle.

Generic Managerial Skills, If any

• Decision Making Under Ambiguity Ability to make timely, reasoned decisions when information is incomplete. Engineering Managers regularly face trade-offs between speed, quality, and cost and cannot wait for perfect data before acting.
• Prioritization & Time Management Managing a portfolio of initiatives means constantly triaging competing demands. Must be able to distinguish between urgent and important, delegate effectively, and protect the team's focus from organizational noise.
• Conflict Resolution Disagreements between engineers, cross-team friction, and misaligned stakeholder expectations are inevitable. The ability to surface tension early, facilitate honest conversations, and land on a resolution without leaving lasting damage is a core managerial skill.
• Delegation & Accountability Knowing what to delegate, to whom, and how to 9hold people accountable without micromanaging. Strong managers create ownership they do not become the bottleneck.
• Active Listening Genuinely hearing what engineers, product partners, an d stakeholders are saying including what they are not saying. Problems often surface as weak signals before they become crises.
• Influence Without Authority Much of an Engineering Manager's effectiveness depends on peers they do not manage product managers, designers, infrastructure teams, and business stakeholders. Getting alignment without direct control is a constant requirement.
• Meeting & Communication Hygiene Running effective meetings, writing clear update emails, and knowing when a Slack message is sufficient versus when a document is needed. Poor communication hygiene is one of the most common sources of delivery failure at the team level.
• Change Management Digital environments change fast new tools, shifting priorities, reorgs, and evolving processes. Managers must be able to bring their teams through change without losing momentum or morale.