Deputy Technical Program Manager

ABOUT THE TEAM

Multi-Domain Digital Infrastructure (MDI) builds and operates the classified networks, sovereign cloud environments, edge-to-cloud data pipelines, and expeditionary digital infrastructure that Anduril's autonomous maritime and maneuver platforms depend on across the United States, United Kingdom, Australia and beyond.

MDI is the connective tissue between Anduril's platforms and the customers who operate them. When a UUV needs to pass mission data into a classified network, when an allied partner needs to see a track without violating national release rules, when an exercise needs a deployable operations center stood up in a week, that is MDI's problem to solve.

The team operates as three engineering pillars, Network Engineering, Expeditionary Engineering, and Integration Engineering, plus this role. Engineering staff sit in the US, UK, and Australia, with in-country nationals administering sovereign environments because administrative access is itself a sovereignty and export control question.

ABOUT THE JOB

MDI runs a portfolio that is exceptionally broad for its size. Concurrently in flight:

• A bilateral classified SECRET network between the US and Australia, moving toward operational go-live, with a hardware and encryption supply chain, a COMSEC key lifecycle, and an accreditation path running through multiple national authorities
• Sovereign cloud environments in the UK and Australia, under live assessment against three different national frameworks at once
• Maritime kill chain demonstrations and fleet exercises where MDI owns command and control deployment, expeditionary access, and operations center capability
• Integration work putting Lattice onto classified and air-gapped networks, including first-of-their-kind deployments
• Coalition and cross-domain data sharing across AUKUS partners, each with different classification regimes and release authorities
• Geographic expansion planning beyond AUKUS, and a program-funded network and expeditionary lane tied to a major allied shipbuilding program

Every one of those has its own stakeholders, its own accreditation clock, its own hardware dependencies, and its own failure modes. Today, one small team is the single thread of continuity across all of them.

The Deputy Technical Program Manager owns execution integrity across the entire MDI portfolio. You will not own a single technical domain. You will own the mechanism that keeps every domain visible, scheduled, funded, reported, and unblocked, so that no program silently stalls and no single person is a point of failure for the division.

This is deliberately a deputy role, not a coordinator role. The expectation is that within two quarters you can walk into any program review, any customer sync, or any executive briefing, and represent MDI's position with authority. Over time you will make execution calls independently and be the person leadership turns to when the Lead is not in the room.

WHAT YOU’LL DO

• Own the portfolio operating system
• Own the MDI status dashboard and risk register: a live blocker-level register spanning COMSEC and encryption, policy and authorization, technical infrastructure, customer and stakeholder commitments, and program execution. Each entry carries why it matters, what unblocks it, who holds it, and what closes it. Keeping this current and honest is a core deliverable, not an administrative chore
• Enforce status hygiene across the portfolio. An initiative open past its baseline end date does not get reported green. You will be the person who makes that call and defends it
• Run the operating cadence: core team stand-ups, the weekly cross-functional sync, and program reviews. Note that MDI weeklies deliberately alternate between Australia-friendly and UK-friendly time zones so no region is permanently disadvantaged, which means the cadence itself needs active management
• Produce weekly and monthly reporting that leadership can act on, in the established format: Slack-native updates with named owners and explicit red, yellow, green calls
• Own the program management toolkit and planning artifacts
• Own MDI's work breakdown structure, which is machine-generated from Jira rather than hand-maintained, structured Objective to Initiative to Epic to Task, and currently carries a seven-figure budget rollup. Keep the Jira hygiene good enough that the generated WBS is trustworthy
• Own MDI's submissions into the division program manager toolkit: repository entries, point-of-contact tracking, and submission deadlines set by Division Operations. These have slipped before; this role exists in part so they stop slipping
• Drive charge code and financial hygiene with Finance. Most MDI initiatives currently run on modeled cost estimates rather than Finance-confirmed codes. Closing that gap is concrete, high-leverage work
• Support annual planning and internal research funding submissions: basis-of-estimate workbooks, per-pillar one-pagers, and the small set of hard, checkable statements that define what must be true for each pillar to succeed in the coming year
• Track cloud and infrastructure spend against budget. Infrastructure budgets here can be set by default formulas if nobody supplies a real number, so the person watching deadlines materially affects what MDI gets funded
• Build cross-program technical fluency
• Develop working fluency across every domain MDI touches: classified network architecture including Type 1 encryption, COMSEC, and cross-domain solutions; sovereign and classified cloud at both controlled-unclassified and secret tiers, including identity federation and policy-as-code; edge-to-cloud and store-and-forward data pipelines; expeditionary and contested-environment networking; and command and control integration onto air-gapped networks
• You do not need to be the deepest expert in any of these. You do need to sit in a technical design review, follow the argument, ask the question that exposes the cross-program conflict, and then represent the outcome accurately to a non-technical stakeholder
• Hold the dependency map across pillars. Much of MDI's real risk lives in the seams: an accreditation decision in one country gating a deployment in another, a hardware delivery gating an exercise, a cloud control change gating a manufacturing dependency
• Own the artifact map. Know where every architecture diagram, accreditation package, milestone tracker, executive review, and program plan lives, and keep the authoritative version identifiable
• Carry accreditation and compliance program management
• Track accreditation campaigns across three national frameworks running in parallel: US risk management framework and defense counterintelligence accreditation, Australian information security manual and registered assessor program, and UK cyber security model and joint security policy
• Manage the evidence and milestone side of assessments, including external assessor engagements and audit readiness, in partnership with the engineers and security leads who own the technical controls
• Track interim and full authorization expiry dates as hard schedule constraints, because they are. An expiring interim authorization is a program stop, not a paperwork item
• Stakeholder, customer, and cross-functional coordination
• Serve as a credible second point of contact for government and coalition stakeholders on status, schedule, and commitments, so the Lead's time goes to strategy, sponsorship, and relationship building
• Coordinate across Maritime, Maneuver Dominance, Corporate Technology, Information Security, Facilities, Security, Contracts, Finance, and international counterparts. A large share of MDI's dependencies sit outside MDI
• Represent MDI in internal and external forums when the Lead is unavailable, with enough context to commit on execution matters and enough judgment to know what needs to be escalated instead
• Team and organizational operations
• Own hiring pipeline coordination, onboarding structure, and access and clearance tracking as the team continues to grow across three countries
• Build and maintain the playbooks, trackers, and documentation that move knowledge out of individual heads and into durable form. MDI has grown faster than its documentation; closing that gap is part of the job
• Support org design and planning cycles, headcount phasing, and budget tracking across all three pillars

REQUIRED QUALIFICATIONS

• 6+ years in technical program management, systems engineering, engineering operations, or a comparable role in defense, national security, or another highly regulated technical environment
• Demonstrated ability to hold broad technical context across multiple domains simultaneously, networking, cloud infrastructure, and systems integration, without being the deepest expert in any one of them
• Track record owning schedule, risk, and dependency management for complex programs with external dependencies you do not control
• Experience managing execution across distributed teams in multiple countries or time zones
• Strong written communication, specifically the ability to turn messy program reality into a clear, honest status that an executive can act on
• Direct experience coordinating with government, military, or regulatory stakeholders
• Comfort operating in classified environments. Active US clearance required, TS/SCI preferred
• Self-starter who builds structure where none exists. There is no inherited playbook for most of this portfolio
• Willingness to travel roughly 20% for program milestones, exercises, customer engagements, and periodic time with the UK and Australia teams
• Eligible to obtain and maintain an active U.S. Secret security clearance

PREFERRED QUALIFICATIONS

• Experience with classified network infrastructure, including COMSEC handling, Type 1 encryption, or cross-domain solutions
• Experience with sovereign, air-gapped, or multinational cloud environments
• Working knowledge of at least two of: US NIST 800-53 and risk management framework, Australian ISM and IRAP, UK cyber security model and JSP 440
• Familiarity with AUKUS, Five Eyes, or comparable coalition program structures, including export control and foreign national access considerations
• Experience supporting maritime, undersea, expeditionary, or autonomous systems programs
• Experience with Jira-driven work breakdown structures, earned value or budget rollups, and charge code administration
• Background in an organization scaling fast enough that process had to be invented rather than inherited
• Prior military, defense civilian, or defense industry experience