The Product Engineering NPI TeamThe NPI team takes hardware from design release to repeatable production across every product Fluidstack builds, from compute racks to medium-voltage switchgear.Examples of key problems the team is working on:
- Stand up a stage-gate NPI process that works across product families as different as rack-level compute integration and MV power equipment, without forcing them through the same checklist.
- Run multiple concurrent NPI programs with a small TPM team, keeping schedule, readiness, and risk visible at the portfolio level.
- Define what "ready to transfer" means with manufacturing engineering, so products land in production without a wave of post-transfer ECOs.
- Enforce change discipline (ECOs, deviations, readiness criteria) at a pace that keeps up with the largest AI compute buildout in history.
Role Scope- Build the NPI process from scratch: gate definitions, readiness criteria, and ECO and change discipline that hold across products ranging from racks to MV switchgear.
- Lead and develop the NPI TPM team, allocating 3 TPMs across 6 product families and making the tradeoffs explicit when coverage gets thin.
- Own portfolio-level program visibility, with status and risk reporting rigorous enough that leadership hears about problems from you before anyone else.
- Set the transfer-to-manufacturing standards with manufacturing engineering, defining exit criteria a program must clear before production takes ownership.
- Hold the RACI between TPMs and engineering technical leads so ownership never blurs and no decision waits on a debate about whose call it is.
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.- 10+ years in NPI or program management at a hardware OEM or ODM, with 3+ years leading TPM or NPI teams.
- You've built stage-gate processes yourself, defining the gates, readiness criteria, and ECO discipline, not just operated inside a process someone else designed.
- You've led TPM or NPI teams and developed the people in them, not just assigned their work.
- You've managed programs spanning multiple product lines simultaneously and can show how you kept them all honest.
- You've killed a program too late at least once, and you can name the signal you missed and what you watch for now.
- You keep NPI lightweight enough that engineers use it instead of routing around it.
- Bonus: portfolio management tooling, products spanning compute and power equipment, manufacturing transfer at new plants, or building teams from zero.
We are committed to pay equity and transparency.
