Director Spectrum Value Stream (m/f/d)

Mission Brief 

Own end-to-end Spectrum industrial delivery across Block 2 and Block 4, from raw material supply to launch-ready vehicle handover. Treat Mission Launch Operations as the internal customer and be accountable for delivering launch vehicles on time, every time, to the agreed cadence and acceptance criteria. Lead the Value Stream teams to cascade these commitments across functions and sites, securing an executable plan with VP Spectrum Production and other functional owners. 

Your Role in Our Space Mission: 

• Cascade cadence horizontally. With Operational Planning, work backwards from customer handover dates through launch-pad AIT, logistics, vehicle integration, engine test, manufacturing, suppliers and raw materials. Translate cadence into linked milestones, lead times, buffers and capacity requirements, with named owners and committed dates. Verify readiness at each handover and resolve gaps across the full flow. 

• Own the customer commitment. Be the accountable industrial delivery interface to Mission Launch Operations. Agree vehicle delivery dates, launch cadence, configuration, readiness and handover criteria. Maintain a shared view of plan, target and forecast for every vehicle; communicate risks early, lead recovery and agree changes through authorised governance. 

• Lead the Block 2 and Block 4 teams. Set objectives and hold Value Stream Leads accountable for delivery integration, readiness and recovery. Protect clear focus on current vehicle delivery and future product industrialisation, managing dependencies and configuration transitions between blocks. 

• Drive critical-path recovery. Identify constraints driving milestone deviations and secure sequenced recovery commitments from functional owners. Agree production and AIT interventions with VP Spectrum Production; verify their impact on delivery and escalate unresolved capacity, funding or priority conflicts. 

• Lead industrial readiness and scale. Integrate the roadmap to agreed Rate 20 and Rate 50 ambitions. With Production Engineering, Procurement, Quality and VP Spectrum Production, establish evidence of process capability, supplier readiness, capacity, tooling, skills and test availability. Track gaps, investment dependencies and readiness decisions. 

• Connect development to industrial delivery. Through the Block 4 Lead, align industrial milestones with the Programme Director and Chief Engineer. Integrate Spectrum Development Operations hardware commitments and Design for Manufacture feedback from Design and Production Engineering, using APQP as guidance. Subsystem Programme Managers own development and qualification campaigns. 

• Own end-to-end production system performance. Own the Spectrum-wide value stream framework and Isar Production System performance from suppliers through launch operations. Set flow priorities and improvement outcomes. Partner with VP Spectrum Production on deployment within manufacturing and global AIT, supported by the Production System / CI Leader. 

• Improve flow and economics. With functional leaders and Finance, reduce queues, work in progress, rework, lead time and unit-cost drivers. Prioritise improvements by their effect on the whole value stream and verify sustained benefits without compromising HSE or acceptance requirements. 

Governance and decision rights 

Lead the Spectrum delivery review against Mission Launch Operations commitments. Show vehicle handover and cadence adherence, plan versus forecast, critical path and recovery. Require functional commitments and verify recovery restores customer dates. Escalate unresolved trade-offs to VP Global Operations; retain visibility of baseline deviations when dates change. 

The Director owns end-to-end industrial delivery integration and priorities through the Value Stream Leads. Functional leaders retain line management, resources and execution accountability. Agree cross-block allocations with VP Spectrum Production and maintain visibility of the approved baseline when forecasts change. 

Key working relationships 

• VP Spectrum Production. Owns production execution, teams, resources and operating capability through Production Execution, AIT, MD Sweden, Global HSE and operational CI. Agree manufacturing, Propulsion AIT, Launch Vehicle AIT and engine-test commitments, recovery actions and capacity interventions. Swedish regional employee management remains with MD Sweden. 

• Spectrum Development Operations. Reports to VP Spectrum Production and delivers agreed prototype and development hardware and manufacturing feedback. The Block 4 Value Stream Lead integrates that work package into the overall industrial plan, including shared capacity and transition to production. 

• Programme Directors and Chief Engineers. Programme Directors own programme baselines; Chief Engineers retain technical authority. Align industrial plans, configuration transitions and readiness evidence with programme milestones. Engineering owns design decisions and technical disposition. 

• Planning Procurement and Logistics. Operational Planning owns detailed production and supply schedules; Procurement owns supplier commitments; Logistics owns transport execution. Value Stream Leads integrate these commitments and coordinate closure of end-to-end constraints. 

• Production Engineering Quality and CI. Production Engineering owns process and tooling development and validation. Quality retains independent assurance and acceptance. Director Quality & CI owns business-wide improvement methodology and maturity assessment; production leaders own local improvement results, with CI coaching. 

• Mission Launch Operations and Enterprise Planning. Mission Launch Operations is the internal customer for launch vehicles. Agree and review delivery, cadence and handover readiness; the Director remains accountable for end-to-end industrial delivery. Campaign command and launch authorisation remain with designated leaders. Provide customer demand, readiness and delivery implications to Enterprise Planning and SIOP.

Qualification Checklist 

• Senior leadership of end-to-end product delivery, value streams or industrialisation in space, aerospace or complex manufacturing, including development-to-production transitions.
• Proven ability to lead through a matrix, resolve cross-functional constraints and integrate planning, suppliers, manufacturing, AIT and launch or customer delivery.
• Strong critical-path, capacity and financial judgement; practical experience deploying Lean and improving flow, quality, cost and delivery.