Strategic Real Estate, Air Dominance & Strike

Anduril Industries is a defense technology company with a mission to transform U.S. and allied military capabilities with advanced technology. By bringing the expertise, technology, and business model of the 21st century’s most innovative companies to the defense industry, Anduril is changing how military systems are designed, built and sold. Anduril’s family of systems is powered by Lattice OS, an AI-powered operating system that turns thousands of data streams into a realtime, 3D command and control center.

As the world enters an era of strategic competition, Anduril is committed to bringing cutting-edge autonomy, AI, computer vision, sensor fusion, and networking technology to the military in months, not years.

The mission of Anduril’s Air Dominance and Strike Division is to fundamentally reshape the way future peer to peer conflicts are fought by developing next generation collaborative combat aircraft , advanced effects , and the software that powers these autonomous weapons. Facilities - both office space and industrial space - can limit how fast we can grow. As programs ramp, we need to make decisions about where they can grow in our existing infrastructure.

Looking further our - three to five years plus, we must make strategic big bets on real estate to enable our growth. As our supply chain and manufacturing process complexifies across AD&S, we need our real estate footprint to respond. As Strategic Planning Lead, you will own the answer to "how much space does AD&S need, of what type, and where?"

• Optimize supply, demand of our current real estate portfolio:
• Establish Process and Structure. Define the requirements and process for raising space requests, vetting such requests, and ensuring AD&S space demand data is accurate, up-to-date, and can be trusted.
• Pressure Test Demand. Challenge every request against headcount plans, program schedules, and production ramps. Know each program's status, product, and what it needs at each stage (engineering and lab space early, integration and test mid-stage, production at ramp) well enough to tell a firm need from a wish, and to advise program teams on what to ask for and when. Keep a record of how demand changes.
• Match Demand to Supply. Size gaps against current and committed space by site and timeframe, and work with corporate Space Planning and Strategic Real Estate to close them: reassign programs, densify, expand sites, or add a building. Be the directly responsible person for making sure each program that needs space has it, or knows when and where it will be available.
• Sequence the Moves. Build and own the plan for who goes where, and when. Account for classified and unclassified infrastructure, power and utilities, lab and production ramps, dependencies between moves, and construction and IT lead times. Re-plan quickly when a program slips or a ramp accelerates.
• Create and execute longer-term real estate strategy:
• Capital Investment. Own the three to five year model of where AD&S is going and growing, work with the corporate RE&F teams to justify these large scale infrastructure investments for the division across office space, industrial space, classified test sites, integrated suppliers and everything in between.
• ‘Build Where’ Strategy. Work with production and engineering teams to strategize longer-term ‘build-where’ model for more complex hardware integration. It must consider current and future facility capabilities and limitations, type of talent in various geographies, and overall logistics and cost optimization.
• Scenario Modeling. Model near-term scenarios (program slips, ramp changes, wins and losses, new sites) and their effect on space and cost, so the plan can be redone quickly when something moves.