Vendor Manager

Radiant is redefining how AI infrastructure is built.

We design and operate AI-native cloud platforms engineered for sovereignty, performance, and scale. Our infrastructure powers GPU-native workloads, multi-tenant control planes, and high-performance AI systems designed for the most demanding environments.

We are not building a generic cloud. We are building purpose-built AI infrastructure - from powered land, to compute, to software .

As we scale our platform and expand our engineering organisation, we are looking for leaders who can build strong teams, uphold high standards, and deliver reliably at pace.

The Infrastructure Team spearheads the strategy, roadmap, and delivery of critical HPC/AI infrastructure to the broader Technology and Customer organizations. Its mission is to deploy scalable, secure, and efficient infrastructure solutions tailored to the organization’s strategic needs. The team defines Radiant’s supercomputers’ reference architecture in line with the customer, software, and operational requirements of the company.

They work closely with third-party suppliers to provide and maintain the list of technologies that form part of Radiant’s portfolio of offerings. Because that portfolio is built almost entirely on external capacity — GPU cloud providers, OEMs, colocation and datacenter partners, networking and storage vendors — the strength of Radiant’s supplier relationships is inseparable from the strength of its platform.

Vendor management sits at the centre of that. The Vendor Manager owns how suppliers enter Radiant’s ecosystem, what commercial terms we hold them to, and whether they perform against those terms once deployed. They partner with the broader Radiant team to turn a fragmented supplier base into a governed, tiered portfolio the delivery teams can rely on.

• Own the vendor onboarding process end to end, taking new suppliers through a tiered model that matches the depth of diligence to the depth of the relationship:
• Run intake triage for new supplier requests: assign the right tier, drive the diligence to completion, and keep the pipeline moving so delivery teams are not blocked waiting on process.
• Maintain a single source of truth for every infrastructure and compute contract — terms, renewal and notice dates, committed spend, reserved capacity, price escalators, and termination rights.
• Run renewals on a forward calendar rather than as a fire drill, flagging every material renewal ahead of its notice window with a recommendation to renew, renegotiate, or exit, backed by usage data.
• Ensure compliance requirements flow into commercial terms before and during negotiations
• Track consumption against commitments and flag under-utilised reservations or approaching overage before they hit the budget, feeding real usage patterns back into the next negotiation.
• Define and report the KPIs and SLAs that matter, such as allocation against reservation, incident frequency, provisioning lead times, support responsiveness, and invoice accuracy.
• Run the vendor review cadence: monthly or quarterly reviews for partners, and QBRs with executive attendance for strategic partners.
• Own escalation and remediation when a vendor under performs — raise it, document it, agree a corrective action plan, and pursue service credits where they are earned.
• Establish vendor incident notification requirements & playbooks (timeframe, escalation, documentation) for breach response and incident communication.
• Maintain a vendor scorecard that Infrastructure leadership can read in five minutes and take to the executive team.
• Own third-party risk assessment and periodic re-assessment across security, data protection, financial, and geographic or…