Principal Technical Program Manager

This role is based in Nashville, TN Technical Program Management & Execution • Lead moderately complex to complex passive-material NPI programs from intake through qualification, release, and lifecycle governance, translating technical and business requirements into executable program plans. • Partner with Fiber Engineering to define milestones, dependencies, qualification activities, readiness criteria, and decision points while maintaining clear separation between program ownership and engineering technical authority. • Manage scope, schedules, risks, issues, decisions, and cross-team dependencies across new part creation, design standardization, supplier qualification, capacity planning, and new product introduction. • Drive closure of blockers and escalations by bringing the correct engineering, supply, design, deployment, and supplier stakeholders together with clear options, owners, and due dates. Program Governance & Operating Model • Establish and maintain the NPI intake and governance process so new passive-material requests are reviewed, prioritized, tracked, and released through a consistent workflow. • Create and run recurring operating cadences for program reviews, qualification status, supplier readiness, risk management, and leadership updates. • Maintain program documentation including integrated plans, decision records, status reporting, action trackers, and lifecycle-change records. • Drive adoption of the NPI operating model across partner teams and identify process gaps, bypasses, or unclear ownership that could create design, supply, or deployment risk. Supplier Qualification, Capacity & Readiness • Program-manage technical supplier onboarding and qualification activities, coordinating engineering evaluation, supplier deliverables, manufacturing-readiness milestones, and release dependencies. • Partner with Supply Chain on supplier-capacity and allocation planning by ensuring NPI qualification status, product capability, technical constraints, and roadmap inputs are visible and current. • Track supplier coverage by part and identify program risks where qualified alternatives, manufacturing capacity, or geographic diversity are insufficient. • Support regular supplier-readiness and capacity reviews, ensuring technical risks and qualification gaps are reflected in cross-functional planning. Part Governance & Design Standardization • Coordinate the programmatic execution of passive-part intake, OCI-controlled specification and drawing workflows, supplier validation, part release, and lifecycle governance. • Drive visibility to duplicate SKUs, non-standard BOM content, obsolete parts, and opportunities to reuse approved OCI designs before creating net-new products. • Partner with engineering and system/tool owners to improve part catalog governance, approved supplier data, and automation of repeatable part-creation and reporting workflows. • Track progress against standardization and SKU-rationalization goals and communicate blockers requiring cross-functional decisions. Data, KPI's & Continuous Improvement • Define and maintain program KPIs and dashboards that provide actionable visibility into supplier coverage, NPI intake compliance, qualification cycle time, forecast-versus-use, excess material, and catalog/SKU health. • Use data to identify trends, gaps, and root causes that affect material readiness, supplier resilience, forecast confidence, or NPI cycle time. • Identify and prioritize automation opportunities that reduce manual reporting, improve data quality, and create a more scalable NPI operating model. • Run retrospectives and continuous-improvement reviews, converting lessons learned from suppliers, design teams, and field deployment into process improvements. Cross-Functional Collaboration & Stakeholder Management • Act as a primary program-management liaison across Fiber Engineering, Supply Chain, Data Hall Design, HOM, DCBT/LVV deployment teams, Architecture, Procurement, suppliers, and other OCI stakeholders. • Align stakeholders on priorities, milestones, ownership boundaries, and decisions, ensuring changes to designs, parts, supplier readiness, or schedules are communicated in all directions. • Provide concise, data-driven program updates to managers and senior leadership, clearly surfacing risks, trade-offs, decisions required, and recovery plans. • Build durable working relationships across technical and operational teams to support global deployment scale without duplicating the execution ownership of partner organizations.