The posting
About the Role Auger builds software that runs supply chain decisions autonomously for customers. Deployment Strategists are the operators who bridge the strategy and execution for the customer’s business.
The job asks you to do three things: diagnose an operating problem, push the build of a tailored solution, and own key metrics and outcomes. Most careers make you pick one of the three. This one builds all three skills at the same time, on live enterprise accounts, in front of customers who have already paid for an outcome.
You join a deployment pod and own a workstream end to end: the plan, the meetings, the follow-through, and the number it has to move. You partner with our customers, with their planners, their IT teams, and their executives. Your workstream is not finished when the recommendation is accepted. It is finished when the system is live and the outcome is met.
This is where Auger's future leaders will come from. If you are good, you will run your own account inside two years and lead multi-workstream enterprise accounts after that. The ceiling here is set by what you can carry, not by tenure.
What You'll Own
1. The Plan and the Pace You own the schedule for your workstream and you defend it. Milestones, dependencies, who owes what by when, and what happens when someone misses. Nobody chases you for status, because the plan is already published and current.
Your Job: Build the workstream plan, run the working sessions, and drive the follow-through every single day. Meetings end with owners and dates, and you confirm both in writing before the room clears. The Pace: Enterprise deployments slip in one-week increments that nobody notices until the quarter is gone. You notice on day two, and you fix it before anyone asks.
2. The Details Nobody Else Will Chase Every deployment carries a hundred small unresolved questions: which SKU hierarchy governs, whose forecast is authoritative, who signs off on the data feed, what happens when the planner overrides the recommendation. Left alone, they surface at launch as failures.
Your Job: Hunt them down before they bite. Track every open question, drive each to a decision with a named owner, and close it. Unresolved for more than a week means you escalate, not wait. Your Stance: You do not forward problems to your account lead. You bring the problem, the two options, and your recommendation.
3. The numbers for your workstream Your account lead owns the account value model. You own the inputs that feed it from your workstream, and you know their current values without looking them up.
Your Job: Track the input measures on your workstream (forecast accuracy, service level, exception volume, adoption rate, whatever the model calls for), keep them current and visible, and flag movement in either direction the week it happens. The Rule: Never let your account lead learn a number from the customer first.
4. Communication That Ends Confusion You write the update that four teams and a customer executive read. It says what shipped, what changed, what is at risk, and what happens next. No hedging, no status theater, no burying the bad news in paragraph four.
Your Job: Own the written record for your workstream: decisions, owners, dates, risks. When someone asks what is going on, the answer already exists in writing. The Standard: Bad news travels to your account lead within the hour, paired with what you propose to do about it.
What You'll Become Three capabilities compound in this job, when it is usually difficult to build all three at the same time.
Operating diagnosis. You learn to walk into an unfamiliar supply chain, find where the money is being lost, and quantify it well enough that a senior stakeholder will act on it.
Systems translation. You learn to turn that diagnosis into a specification precise enough for scientists and engineers to build from. This is the scarce skill in enterprise AI, and almost nobody is taught it directly.
Outcome ownership. You learn what it takes to make a solution stay with an organization, and to hold a number after the launch.
People who can do all three end up running things. This job will get you there.
The Learning Curve You learn at the edge: inside real supply chains and operations, on live deployment, with money on the line. You will sit in rooms most people reach a decade later: a VP of Supply Chain defending their forecast, a CIO deciding what data we get, an executive sponsor asking why the number moved. You will be expected to have a point of view in those rooms, not just notes.
Months 1 to 3: Learn the product, the supply chain domain, and one customer's operation in detail. Own a workstream with your account lead close by. Ship something the customer uses.
Months 4 to 9: Run your workstream without supervision. Lead your own working sessions. Own input measures and defend them in front of the customer.
Months 10 to 18: Take the harder workstream on a bigger account, or take a standard account end to end. Start setting the standard for the specialists behind you.
Beyond: Customer Transformation Lead. You run accounts, and eventually you run the team that runs accounts.
You will always know where you stand. If you are behind, you will hear it within a week, but not without what exactly can close the gap. Promotion here tracks demonstrated scope, not tenure.
What We're Looking For Two to five years in an environment with a high bar and real accountability: a service academy or military assignment, a top-tier consulting or banking program, an early-stage company where you were handed something you were not ready for, or an operating role where you carried a real number. A record of finishing work that was unclear, behind, and yours anyway. Raw analytical horsepower. You can take an unfamiliar operational problem, break it down, quantify it, and defend your logic to someone smarter than you in the room. Speed. You learn a new domain in weeks, not quarters, and you would rather ship a good answer Thursday than a perfect one next month. Written precision. Your updates are short, specific, and complete. Nobody has to ask you a clarifying question. Real interest in how the solution works. You do not need to write code. You do need to want to understand what the model is doing and why, well enough to argue with it. Comfort with directness. Feedback here is real-time and specific, in both directions. Ability to travel 25 – 75% required. Varies by customer and team. Supply chain experience helps but is not required. We will teach you the domain. We cannot teach you drive.
What This Role Is (And Is Not) Strategy consulting/advisory work ends with a recommendation. Here, you’re still in the room after the decision is made, accountable for whether the system works and whether the outcome is achieved.
Traditional implementation roles hand you a process to execute. Here, you own the outcome. The plan is yours to design, refine, and deliver.
At many software companies, comparable roles require hard technical experience. We don’t. What matters is the judgment to reason through how a system should behave, the rigor to translate that reasoning into precise specifications, and the ownership to see it through to results.
This is not a rotational program, an analyst pool, or a support function. You are not here to take notes, build decks, or schedule meetings for someone senior. From your first account you own real scope in front of a real customer, and the deployment moves or stalls partly because of you.
It is also not a coasting job. The learning curve is steep on purpose, the standard is high on purpose, and the people who thrive here want both.
The Bar Six months in, your account lead should be handing you the hardest workstream on the account because you are the one most likely to land it. A year in, the customer should be asking for you by name.
We hold this bar because of who you will be working next to. To become the best, you have to be surrounded by the best, and we protect that standard on every hire.
If that sounds like the job you have been seeking, apply.
