Senior Project Engineer - Airborne Intelligence Systems

Senior Project Engineer
Airborne Sensor Systems | Burlington, ON

About The Job
At PV Labs, we're not just building cutting-edge airborne sensor systems—were rebuilding the expectations of what a high-performance, multi-disciplinary engineering organization can achieve. As our Senior Project Engineer, you are someone who can operate confidently at the intersection of complex engineering, program leadership, customer communication, and decision-making.

Your job is to turn technical ambition into actionable reality—by organizing multi-disciplinary work, aligning stakeholders, and translating complexity into clarity. You wont just manage timelines—you'll manage outcomes. And you'll do it through influence, trust, and an intimate understanding of what it takes to build sophisticated optical-mechanical-electronic systems that fly.

This is a senior-level role for a relationship-driven, technically grounded professional who can cut through noise, clarify priorities, and guide complex programs from ambiguity to execution. You'll serve as the translator, the integrator, and the calm in the storm—balancing long-term system delivery milestones with short-term decisions about lead times, design trade-offs, and interdependent engineering packages.

The Role is Evolving. And So Are We. We're transitioning from a custom-engineering business to a product-centric innovation company. That means complexity is growing—but so is the opportunity to shape how programs are led and delivered.

Success in this role depends on the strength of your relationships with the Council. You'll be expected to earn trust, share context early and often, and rally these senior contributors around the critical path. While you'll own the big picture, they'll help you make the thousand little decisions that actually get the product built.

What You'll Do

Understand the customer, the contracts, the engineering teams and the operations teams and keep them equally balanced with the kind of information that moves things forward.

Command the Program Landscape:
Own all program-level tracking for cost, schedule, scope, risk, and change—ensuring that technical realities are reflected in customer expectations and business plans.

Lead Through Relationships:
Manage up, down, and across. Translate big-picture goals into prioritized engineering priorities, while earning the trust of designers, leaders, and customers alike.

Simplify the Complex:
Digest massive amounts of technical data, schedules, and constraints—and define the net-net for decision-makers at all levels.

Prioritize Interdependently:
Balance the technical dependencies between electrical, mechanical, systems software and FPGA teams—knowing when to push, when to sequence, and when to adapt.

Engineer Realism:
Identify whats achievable with current supply chain and operations/production realities, NPI risks, and internal resourcing—then align everyone to deliver accordingly.

Design and Deliver Process:
Help implement (and continuously refine) our ERP-integrated project management structure, including resource modeling, material demand planning, and NRE forecasting.

Own the Program Backbone:
Manage cost, schedule, risk and performance across active programs—driving outcomes through clarity, realism, and urgency.

Prioritize with Intent:
Sequence and deconflict technical work streams—especially when software, mechanical, FPGA and electronics deliverables collide.

Make Complexity Actionable:
Digest huge volumes of tasking, risk, and timing—and distill them into clear, simple direction for internal and external stakeholders.

Drive Alignment Through Influence:
Serve as the connective tissue between engineering execution, supply chain, leadership, and customer commitments.

Partner with the Engineering Council:
Translate project needs into engineering priorities, elevate tradeoffs, and rely on their leadership to manage daily execution.

Shape the System, Not Just the Project:
Participate in defining how we use ERP, engineering planning tools, and cost tracking systems—because process matters.

What You Bring to the Table

Can see the forest and the trees—zooming out to align teams on strategic intent, and zooming in to…