Principal Technical Program Manager

This role is based in Nashville, TN

Technical Program Management & Execution

• Lead moderately complex to complex passive-material NPI programs from intake through qualification, release, and lifecycle governance, translating technical and business requirements into executable program plans.
• Partner with Fiber Engineering to define milestones, dependencies, qualification activities, readiness criteria, and decision points while maintaining clear separation between program ownership and engineering technical authority.
• Manage scope, schedules, risks, issues, decisions, and cross-team dependencies across new part creation, design standardization, supplier qualification, capacity planning, and new product introduction.
• Drive closure of blockers and escalations by bringing the correct engineering, supply, design, deployment, and supplier stakeholders together with clear options, owners, and due dates.

Program Governance & Operating Model

• Establish and maintain the NPI intake and governance process so new passive-material requests are reviewed, prioritized, tracked, and released through a consistent workflow.
• Create and run recurring operating cadences for program reviews, qualification status, supplier readiness, risk management, and leadership updates.
• Maintain program documentation including integrated plans, decision records, status reporting, action trackers, and lifecycle-change records.
• Drive adoption of the NPI operating model across partner teams and identify process gaps, bypasses, or unclear ownership that could create design, supply, or deployment risk.

Supplier Qualification, Capacity & Readiness

• Program-manage technical supplier onboarding and qualification activities, coordinating engineering evaluation, supplier deliverables, manufacturing-readiness milestones, and release dependencies.
• Partner with Supply Chain on supplier-capacity and allocation planning by ensuring NPI qualification status, product capability, technical constraints, and roadmap inputs are visible and current.
• Track supplier coverage by part and identify program risks where qualified alternatives, manufacturing capacity, or geographic diversity are insufficient.
• Support regular supplier-readiness and capacity reviews, ensuring technical risks and qualification gaps are reflected in cross-functional planning.

Part Governance &

Design Standardization

• Coordinate the programmatic execution of passive-part intake, OCI-controlled specification and drawing workflows, supplier validation, part release, and lifecycle governance.
• Drive visibility to duplicate SKUs, non-standard BOM content, obsolete parts, and opportunities to reuse approved OCI designs before creating net-new products.
• Partner with engineering and system/tool owners to improve part catalog governance, approved supplier data, and automation of repeatable part-creation and reporting workflows.
• Track progress against standardization and SKU-rationalization goals and communicate blockers requiring cross-functional decisions.

Data, KPI's & Continuous Improvement

• Define and maintain program KPIs and dashboards that provide actionable visibility into supplier coverage, NPI intake compliance, qualification cycle time, forecast-versus-use, excess material, and catalog/SKU health.
• Use data to identify trends, gaps, and root causes that affect material readiness, supplier resilience, forecast confidence, or NPI cycle time.
• Identify and prioritize automation opportunities that reduce manual reporting, improve data quality, and create a more scalable NPI operating model.
• Run retrospectives and continuous-improvement reviews, converting lessons learned from suppliers, design teams, and field deployment into process improvements.

Cross-Functional Collaboration & Stakeholder Management

• Act as a primary program-management liaison across Fiber Engineering, Supply Chain, Data Hall Design, HOM, DCBT/LVV deployment teams, Architecture, Procurement, suppliers, and other OCI stakeholders.
• Align stakeholders on priorities, milestones, ownership boundaries, and decisions, ensuring changes to designs, parts, supplier readiness, or schedules are communicated in all directions.
• Provide concise, data-driven program updates to managers and senior leadership, clearly surfacing risks, trade-offs, decisions required, and recovery plans.
• Build durable working relationships across technical and operational teams to support global deployment scale without duplicating the execution ownership of partner organizations.

Planning & Execution

Manage multiple concurrent NPI initiatives with clear scope, milestones, dependencies, risks, and deliverables; adjust plans as product, supplier, or deployment priorities change.

Collaboration & Partnerships

Work across engineering, supply, design, deployment, and supplier organizations to align expectations and deliver shared outcomes while maintaining clear functional ownership.

Problem Solving

Analyze ambiguous program and data issues, identify root causes and options, and drive timely decisions or escalations with recommended mitigation paths.

Continuous Improvements

Develop and implement scalable process improvements, governance mechanisms, dashboards, and automation that improve NPI speed, quality, data integrity, and stakeholder visibility

Communication

Produce clear written and verbal updates for technical teams and leadership, translating complex program status into decisions, risks, and actions.

Performance & Development

Contribute to team growth through interviewing, onboarding support, knowledge sharing, and development of reusable program-management standards and templates.