Deputy Technical Program Manager

Anduril Industries is a defense technology company with a mission to transform U.S. and allied military capabilities with advanced technology. By bringing the expertise, technology, and business model of the 21st century’s most innovative companies to the defense industry, Anduril is changing how military systems are designed, built and sold. Anduril’s family of systems is powered by Lattice OS, an AI-powered operating system that turns thousands of data streams into a realtime, 3D command and control center. As the world enters an era of strategic competition, Anduril is committed to bringing cutting-edge autonomy, AI, computer vision, sensor fusion, and networking technology to the military in months, not years.

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

…