How We Operate- Extreme ownership. Full autonomy. Own things end to end often taking on scope outside your core role without being asked to get things done.
- Velocity. We drive everything forward as fast as possible.
- First principles. Challenge every assumption. Zero analogy thinking, no egos, the best idea wins.
- Love of the game. The frontier of AI is the most interesting problem of our time. We put in long hours at high intensity to push the frontier forward.
The Product Engineering TeamProduct Engineering takes the hardware behind gigawatt-scale AI data centers from concept to rate production: racks, gear, and power conversion built as products, not one-off projects.Examples of key problems the team is working on:
- Drive new product families (rack, gear, power conversion) through stage gates from kickoff to rate production on schedules set by data center delivery dates, not by when the design feels done.
- Manage long-lead components and DVT-stage design changes against 20-week-plus lead times without blowing the program.
- Keep design, manufacturing, quality, and supply chain converging on the same build, the same revision, and the same date across multiple concurrent programs.
- Build gate reviews and readiness scoring rigorous enough that a pass means the product is actually ready, not that the meeting ran out of objections.
Role Scope- Own the program schedule, stage gates, and cross-functional execution for a product family (rack, gear, or power conversion) from kickoff through rate production.
- Run risk and dependency management across design, manufacturing, quality, and supply chain, with tooling and judgment that surface the top risks early instead of a status-report factory that surfaces nothing.
- Facilitate gate reviews and readiness scoring, and hold the line on what kills a pass, even when the schedule pressure says wave it through.
- Broker escalations and decisions between engineering and delivery so long-lead calls get made in days instead of weeks.
- Build program schedules that hold up even when the design team says everything is uncertain, with explicit assumptions and decision dates instead of padding.
What We're Looking ForThe below is a starting point. We always make space for exceptional people, so if you don't fit this role exactly, tell us where you would.- 5-10 years of technical program management of hardware NPI at an OEM, ODM, or hyperscaler, running programs from kickoff through stage gates to rate production.
- An engineering degree and enough technical depth to hold design reviews honest: you can tell the difference between a real answer and a slide.
- You've made the hard call on a slipping program (cut scope, slip the date, or spend to recover) and can walk through the decision and what it cost.
- You've handled a DVT-stage component change against a 20-week lead time and know how to run that decision: who's in the room, what data settles it, and how fast it has to close.
- You build credible program schedules when the design team says everything is uncertain, and you know which uncertainties to force to a decision.
- You track risk across 5+ workstreams with tooling and judgment instead of meetings, and the risks you flag are the ones that actually bite.
- Bonus: GPU or dense compute hardware programs, switchgear or power conversion NPI, contract manufacturer management, or experience running ECO and change-discipline systems.
We are committed to pay equity and transparency.
