ATC Deployment Enablement Manager

Position Summary

The Datacenter Network Engineering (DNE) Air Traffic Control (ATC) Deployment Enablement Manager is the senior program leader accountable for converting approved DNE network designs and portfolio priorities into predictable execution across a data center fleet.

The role owns end-to-end delivery for front-end fabric infrastructure and assigned DNE programs, including new builds, technology modifications, retrofits, capacity expansions, and special projects. Accountability begins when scope is accepted for execution and continues through planning, material readiness, site execution, validation, operational handoff, and closeout.

This is a program leadership role first. The successful candidate will have enough technical fluency to understand data center fabric dependencies, challenge incomplete deployment packages, and lead informed conversations with engineers. The role does not configure network equipment or replace DNE's design authority. Its impact comes from creating clarity, sequencing complex work, aligning teams without direct authority, and delivering committed outcomes at fleet scale.

Why This Role Exists

DNE deployments span engineering, hardware supply, construction, logistics, site readiness, field execution, provisioning, and operations. Without a single execution owner, design changes, material constraints, and site dependencies can surface late and create avoidable schedule risk. The DNE ATC provides one accountable program lead who connects these systems and ensures that approved network capacity is delivered safely, consistently, and on time.

Primary Scope

• Front-end data center fabric deployments

• New data center network builds and expansions

• Technology modifications and lifecycle retrofits

• DNE hardware refreshes, migrations, and decommissions within the assigned portfolio

• Special DNE projects that require cross-functional delivery coordination

• Portfolio roadmapping, material readiness, and execution governance across multiple sites

Key Responsibilities

1. Portfolio Strategy and Roadmap Ownership

• Build, own, and drive DNE's half-over-half execution roadmap across new builds, front-end fabric projects, technology modifications, retrofits, and special initiatives.

• Translate approved Plan of Record and engineering priorities into an executable deployment portfolio with scope, milestones, sequencing, resource needs, and committed dates.

• Evaluate new demand against portfolio capacity, hardware availability, site readiness, and existing commitments.

• Lead prioritization and tradeoff discussions when multiple projects compete for shared hardware, engineering support, field resources, or deployment windows.

• Maintain a single portfolio view of planned, committed, active, at-risk, and completed work.

2. Intake and Deployment Readiness

• Own project intake and ensure each request has a clear business objective, scope, priority, target sites, schedule, accountable engineering owner, and acceptance criteria.

• Validate that required execution artifacts are complete before commitment, including the Engineering Design Package (EDP), statement of work, Bill of Materials (BOM), Method of Procedure (MOP), deployment workflow, site-specific requirements, and dependency map.

• Confirm that space, power, cabling, facilities, logistics, and site-access requirements are identified and owned.

• Establish readiness gates and refuse false-start execution when critical scope, design, material, site, or ownership inputs are missing.

• Document assumptions, exceptions, unresolved decisions, and the owner responsible for closing each gap.

3. End-to-End Deployment Delivery

• Own program execution from accepted intake through kickoff, material delivery, field installation, provisioning, validation, operational handoff, and closeout.

• Develop and maintain integrated schedules across DNE engineering, delivery engineering, Deployment, Design Engineering and Construction, site teams, logistics, sourcing, vendors, and operations.

• Lead kickoff calls, weekly execution reviews, milestone checks, and decision forums with clear owners, due dates, and escalation paths.

• Drive stage-gate completion and ensure downstream teams receive complete, timely, and actionable handoffs.

• Verify that acceptance criteria, open defects, operational ownership, and residual risks are documented before closing a project.

4. Hardware Supply and Material Readiness

• Own portfolio-level visibility into DNE hardware demand, supply, allocation, and deployment need-by dates.

• Partner with logistics, sourcing, supply chain, and hardware program teams to validate BOMs, forecast demand, track purchase-order or pool allocation, and confirm material arrival at the Site Delivery Facility.

• Identify shortages, substitutions, excess allocations, and late material before they affect committed milestones.

• Lead allocation tradeoffs across projects and regions using documented priority, schedule impact, and business need.

• Track emergency material requests and use recurring exceptions to improve BOM quality and intake readiness.

5. Risk, Dependency, and Change Management

• Maintain a program risk and dependency register with quantified schedule impact, mitigation, owner, due date, and escalation threshold.

• Identify cross-domain dependencies involving INE, Network AI, backbone, optical, facilities, construction, logistics, and site operations.

• Own the programmatic change-control process for design updates, BOM changes, scope changes, priority changes, and schedule revisions.

• Ensure approved changes are propagated to schedules, material plans, deployment workflows, trackers, and downstream teams.

• Escalate strategically when a decision, resource constraint, or unresolved risk threatens scope, schedule, quality, or operational readiness.

• Coordinate SEV-related program actions and ensure permanent follow-up work is tracked to closure.

6. Stakeholder Leadership and Executive Communication

• Serve as the single point of program accountability for assigned DNE deployment portfolios.

• Build productive partnerships across DNE design and delivery engineering, Deployment, procurement, sourcing, site teams, PM/PC partners, vendors, and operations.

• Drive decisions and accountability without direct authority, using evidence, clear tradeoffs, and documented commitments.

• Provide concise leadership updates that state where the portfolio stands, what is at risk, what has changed, and what decision or support is needed.

• Present delivery health, capacity readiness, material risk, and execution trends in leadership and planning forums.

7. Tooling, Data Quality, and Reporting

• Maintain accurate execution data.

• Use deployment dashboards and hardware trackers to confirm physical-model and material dependencies where applicable.

• Partner with engineering teams to understand workflow readiness and execution status.

• Build automated status reporting, portfolio scorecards, dependency views, and exception-based reporting that reduce manual reconciliation.

• Define data owners and resolve conflicting dates, statuses, or scope across systems before reporting program health.

8. Operational Excellence and Team Enablement

• Lead retrospectives for significant deployments, delays, and repeat failure patterns.

• Convert lessons learned into improved intake standards, readiness gates, templates, automation opportunities, and training.

• Develop reusable playbooks for repeatable DNE deployment types.

• Mentor PM/PC partners and new team members on DNE deployment processes, decision standards, and escalation practices.

• Reduce duplicate meetings, manual reporting, and unclear handoffs while increasing visibility and accountability.

Required Skills and Qualifications

Program and Portfolio Leadership

• 10+ years of technical program or portfolio management experience in network