Senior Manager, Manufacturing Engineering

We are seeking a Senior Manager, Platform Manufacturing Engineering to lead Production Manufacturing Engineering as we scale the Matter Compiler from pilot production into high-volume manufacturing. You will own the equipment that builds our devices — its build, integration, bring-up, qualification and reliability — and the team of engineers who deliver it.

You are an engineer first. This is a player-coach role and the player half is not decorative: you will spearhead the hardest projects on the critical path personally, in CAD and on the floor, and use that work as the vehicle for coaching everyone around you. The fastest way to set a standard here is to define it while you produce work that meets it, then mentor your team to achieve the same bar.

Mentoring here happens inside the work, not alongside it. You will pull engineers onto the projects you lead, hand off scope as they are ready for it, review their designs with real technical depth, and grow the next set of project leads out of people who learned by building with you.

The management half is real. You will hire against a plan rather than a wish list, develop engineers toward the next level, run performance honestly, and install the operating standards this function works to — documentation, change control, qualification and release discipline, and what "done" means before work leaves the group. You will plan the organization ahead of where the business is today, own headcount and capital budget, and get manufacturability and equipment

into specifications set by other teams rather than reviewing them at the end.

and production readiness your team commits to, against committed dates.

• ✓Lead equipment deployment end to end: installation, validation, commissioning, acceptance testing, SOP/WI release and operator qualification.
• ✓Run root cause and corrective action personally on the failures that matter, teach the method by doing it in front of the team, and drive the corrective actions across teams that do not report to you.
• ✓Install and uphold the operating standards: documentation, change control, qualification and release discipline, RCCA method and closure, and how work is reviewed before it leaves the group.
• ✓Plan organizational growth — forecast hiring needs ahead of demand, define roles and levels, build and defend the hiring plan, and manage headcount and capital budget with Supply Chain and Finance.
• ✓Own and resolve escalated personnel situations arising from business and priority changes, rather than routing them away.
• ✓Get manufacturability and equipment

into specification setting and design milestones with Design Engineering and Product, rather than reviewing at the end.

• ✓Balance competing priorities with peer leaders so committed deliverables are still met, and own communication of impact and resolution path where they cannot be.
• ✓Own contract manufacturer and automation supplier execution through final integration and test to conformant hardware on schedule.
• ✓Drive throughput, yield, cost and uptime improvement — held with control limits, not delivered as one-time gains — and establish the operating metrics and reporting cadence leadership can rely on without chasing.
• ✓Travel between Emeryville and Santa Clara sites as needed.