Director of Product Introduction; Spark Job Denver area,Colorado USA,Manufacturing / Production

Position: Director of New Product Introduction (Spark)

Crusoe is a vertically integrated AI Factory company with a mission to accelerate the abundance of energy and intelligence. Our competitive advantage, “Speed is the only moat,” is directly tied to our ability to rapidly design, manufacture, and deploy our own modular power and compute infrastructure
We are seeking a New Product Introduction (NPI) Leader to prime the entire Crusoe system for Spark
The Group Product Manager defines what the Spark product must be and on what timeline. You make Crusoe Industries, Supply Chain, Quality, and every other function ready to deliver it, through a phase gate framework you own and release decisions you hold
You do not design the product and you do not own the factory. You do own the program, and you run it
You set the sequence, drive the builds, define what readiness means at each gate, verify it against evidence, and hold the gate closed when the system is not ready, under schedule pressure, to people who outrank you. You will start as the single-threaded owner of this function and build the team as volume scales
Framework Ownership:
Own the five phase Spark NPI framework:
Concept and Feasibility, Design and Development, Prototype and Verification, Pilot and Pre-Production, and Launch and Scale. Set entry and exit criteria and run every gate review. Product Management and Technical Project Management are standing participants
Release Authority:
Hold the design freeze and production release decisions. Gates 2 and 4 clear only when the product acceptance criteria set by Product Management and the manufacturing readiness criteria you define are both met
Gate Discipline:
No unverified risk passes a gate without explicit sign-off and an action plan with an owner and a date. A flaw caught in Phase 2 costs a fraction of the same flaw in Phase 4
Readiness Assessment:
Maintain a readiness scorecard modeled on Manufacturing Readiness Level and Production Readiness Review practice. Make readiness measured, not asserted
Design Baseline & Change Control:
Freeze the baseline at the close of Phase 2 and chair the change control board from there, managing ECO and ECN flow through PLM. Product Management sets cut-in intent; you set cut-in timing
Package Completeness:
Verify each release package is complete and buildable before it leaves engineering: drawings, specifications, indented BOM, interface control documents, test procedures, and compliance documentation
Demand Definition:
Translate the product roadmap into dated, specific readiness demands on Crusoe Industries, Supply Chain, Quality, and Field Operations. Every function knows what it owes, and by when, before the phase begins
Program Execution:
Run the NPI program day to day. Own the integrated schedule, the risk register, and the action log, and drive every open item to closure rather than reporting on it
Validation Campaigns:
Plan and execute the EVT, DVT, and PVT builds with Crusoe Industries and contract manufacturing partners. Be on the floor for the builds, and convert every finding into a tracked action with an owner and a date
Manufacturing Readiness:
Crusoe Industries owns the line, the process, and the yield. You define the readiness bar they must clear at each gate, verify it against evidence, and work the gap with them until it closes
Supply Chain Sequencing:
Supply Chain owns sourcing and supplier qualification. You surface long lead items, tooling commitments, and single source exposure early enough to protect the schedule, and drive the recovery plan when one slips
Rack-Scale Compute Integration:
Ensure the compute and rack-scale infrastructure in each module, including power delivery, liquid cooling interfaces, networking, and cabling, is integrated, validated, and released with the module package…