Head of Supply Chain

Head of Supply Chain Head of Supply Chain A jet engine has a few thousand parts that need to show up on time, to spec, and ready to build. Most companies take a decade to figure out how to do that. We are doing it differently. At Boom we are building Superpower — a natural gas turbine that fuels our endeavors while unblocking next-gen AI data centers. We are hiring a Head of Supply Chain to own everything from supplier qualification through delivery, and to build the organization that executes it. This is not a role for someone who manages spreadsheets and sends escalation emails. You will get on planes. You will walk shop floors. You will push suppliers harder than they thought possible and know exactly when they are managing you versus when they have a real problem. You have an engineering background and you use it every day.

What you'll do: Own the entire supply chain organization — buyers, inventory, logistics, and forward deployed manufacturing engineers — and at least double it this year. Qualify and onboard suppliers across turbomachinery, mechanical systems, and structures. You are not inheriting a finished supply base — you are building it. Negotiate and manage supplier relationships across the full arc: scope, quote, kickoff, first article, production, and recovery when things slip. Structure contracts with incentives that drive the behavior you actually want — on-time delivery, quality, cost reduction. Not just terms that look good on paper. Inform and drive the make vs. buy conversation — bring the supplier data, cost analysis, and lead time reality that the rest of the organization needs to make the right call. Evaluate whether expanding into new geographic regions opens up capability, cost, or lead time advantages — and know how to qualify and manage suppliers in markets you haven't worked in before. Deploy forward deployed manufacturing engineers to critical suppliers and know when to go yourself. Set the standard for supplier performance. Define the metrics, run the reviews, and make the hard calls when a supplier isn't cutting it. Build the program infrastructure that gives the rest of the company real visibility into supply chain health — schedule, risk, and escalation — in an environment where that infrastructure doesn't fully exist yet. Work directly with the Build Engineer organization to close the loop between what gets designed and what can actually be built. Raise the bar on everyone around you. You probably have: An engineering background. You have designed or built something and that informs how you operate today. A track record of getting suppliers to do things they said couldn't be done. Experience building and scaling a team in a high-pressure environment. Scars from a program that was on fire and the instinct to run toward it, not away from it. You will thrive here if: You would rather get on a plane than send an email. You know the difference between a supplier who has a real problem and one who is making excuses — and you know what to do with both. You ask for forgiveness, not permission. We are not the right place for supply chain leaders who have spent their careers in a single lane at a large company. We are exactly the right place for someone who has been the most technically credible, most aggressive person in every room they've walked into — and wants to do that at a company building something that matters.