Technical Project Manager

Founded in 2019 and headquartered in Woburn, Massachusetts, VEIR is a U.S.

-based designer and manufacturer of category-defining superconducting power delivery systems built for the extreme energy demands of the AI era. By commercializing next-generation superconducting technology into deployable, real-world systems, VEIR delivers ~10× higher power density than conventional options, enabling "speed-to-power" where incremental optimization falls short. VEIR's initial focus is AI data centers behind the meter, with solutions engineered for repeatable deployment through reference designs and integrated controls, designed to incorporate learnings as deployments scale.

The Technical Project Manager drives day-to-day execution of VEIR product development programs against the Product Development Process. This role lives in the detail: building schedules with engineering, product management, supply chain, manufacturing, and operations; tracking deliverables to closure; spotting where one team's slip becomes another team's blocker; and keeping Exit Gate deliverables on track. The role exists to take planning and tracking load off functional leads and to make sure execution is predictable rather than heroic.

This is not a reporting role. This role is for someone with the drive and passion to become the connective tissue between team members.

Technical Project Managers are expected to interrogate the plans they are given, not just collect and republish them — asking the hard question, challenging the assumption behind a date, and pushing back when a recovery plan is optimistic rather than credible. When a test fails or a supplier slips, the TPM does not report the slip and wait; they convene the right people, drive the team to root cause, and force a recovery plan with owners and dates.

Doing this well requires enough technical depth across engineering, supply chain, and manufacturing to know which answers hold up and which do not.

Technical Judgment & Recovery

• Interrogate the plans and status you are given rather than relaying them — challenge assumptions behind dates, estimates, and readiness claims, and press until the answer holds up.
• When a test failure, supplier slip, or design issue emerges, convene the right cross-functional group immediately, drive the team to root cause, and force a credible recovery plan with named owners and dates.
• Develop and pressure-test contingency options in parallel with the primary plan, so the program has a Plan B before it needs one.
• Challenge and verify supplier and manufacturing readiness claims rather than accepting them at face value.
• Bring judgment, not just data — a status report that flags a risk without an assessment and a recommended path is an incomplete deliverable.
• Builds integrated plans with engineering, product management, supply chain, manufacturing, and operations leads real dependencies and a critical path working towards committed dates
• Track deliverables to completion across all contributing functions — engineering releases, part qualification, procurement, build readiness, test execution, and documentation.
• Maintain Exit Gate deliverable tracking for assigned programs and drive open items to closure ahead of gate reviews.
• Run program meetings that produce decisions, owners, and dates — and follow up until items are actually closed.
• Identify cross-functional interdependencies in the plan and make them explicit before they cause a slip.
• Surface emerging risks early and work with the responsible teams to develop practical mitigation options.
• Maintain the program risk and issue log; escalating to the Principal Technical Program Manager with context and a recommended path.
• Support resource and cost forecasting for engineering,…