Staff Program Manager, Crusoe Energy Systems

• The ideal candidate is a program manager who thinks in operating systems rather than checklists, is fluent in spreadsheets and workflow automation, and is comfortable holding senior engineering leaders to a deadline without formal authority over them
• 8+ years in program management, business operations, or people operations, including time supporting a large engineering or infrastructure organization through fast growth
• Direct experience owning headcount or workforce planning operations: requisitions, position management, and reconciliation across Finance, Talent, and business leadership
• A track record running an all-hands or comparable large-audience program for an organization of 500+, with evidence you improved it rather than just delivered it
• Advanced spreadsheet skill and real automation instinct: Apps Script, APIs, AI-assisted tooling, or equivalent. You have automated a process you used to do by hand
• You chase senior people without being resented for it. Engineering leaders respond to you because you are precise about what you need, why, and by when
• Comfort with ambiguity and with volume. You will inherit live programs with incomplete documentation and that may not have clean handover
• Excellent written communication. A large share of this job is a single message that makes forty people do the right thing without a meeting
• Low ego, high drive. You will book the room, and you will also redesign the process that required the room

Desirable

• Crusoe's Cloud Engineering organization is 380 people today and hiring toward 550. The operating machinery that got us here — headcount tracked in spreadsheets, all-hands assembled by hand, action items chased one direct message at a time — does not survive the next 170 people
• This role exists to own that machinery and replace it with systems
• You will own the people and operations layer of Cloud Engineering end to end: headcount and requisition coordination in partnership with our Recruiting team, all-hands and org events with our EA team, intern and early-career programs, manager enablement adoption, and the operating rhythms that keep a 380-person organization legible to its leaders
• Today most of the initial intake sits with the Chief of Staff. Tomorrow it sits with you, and it runs whether or not leadership is paying attention to it
• Own the headcount plan of record for Cloud Engineering in partnership with the Recruiting team: reconcile requisitions and position IDs across TeamOhana, Workday, and Finance's forecast into one source of truth that leaders trust and drive adoption of new processes the Talent Acquisition team puts in place
• Run intake and prioritization for new and backfill requisitions: collect and sequence each leader's critical roles, keep pipeline status current, and flag where teams are net-short before anyone has to ask
• Partner with Recruiting and Finance on hiring pace, requisition sequencing, and where budget left on the table can open additional headcount. Build the requisition intake SOP that does not exist today
• Produce and maintain the org chart and span-of-control view that HR, Finance, and Accounting currently have to request one-off
• Coordinate the interview machinery around engineering reqs: panel construction, interviewer capacity, and feedback completion. Own whether scorecards land on time
• Own Cloud Engineering All-Hands coordination end to end: bids for topics, agenda, speaker strategy, deck production, and Q&A follow-up
• Measure it attendance, participation, and satisfaction should trend over time
• Drive adoption and engagement in engineering tech talks, site-specific all-hands, and org-wide social programming across San Francisco, Dublin, Tel Aviv, and new sites as they come online
• Own the intern and early-career program for Cloud Engineering: request cycles, offers, mentor matching, performance tracking, and full-time conversion. Stand up the pipeline at new sites and coordinate with the Cloud Engineering leadership team
• Drive adoption of manager training and enablement in partnership with the People team
• Build the functional onboarding program for engineers and engineering managers joining Cloud Engineering, and measure onboarding satisfaction against a baseline
• Partner with HR on engagement and pulse survey cycles and Recruiting MBRs: readouts by org, action plans, and follow-through
• Own operating programs and planning calendar for the Chief of Staff organization: staff meetings, reviews, planning cycles, and offsites. What happens when, what pre-work is due, and who owes what to whom
• Produce the recurring leadership updates and executive readouts the Chief of Staff and SVP present from
• Treat every recurring chase as a defect. Replace it with a form, a script, a dashboard, or a scheduled reminder
• Own the Sheets, Docs, Jira, and Confluence artifacts these programs run on, including structure, access, and hygiene, and migrate them onto real systems where real systems exist
• Build a repeatable playbook any program manager or engineering manager can pick up and run without you
• Own the communications and change-management plan attached to each rollout. Adoption is the deliverable; the announcement is not