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Open nowFirst seen 5 days ago

Head of Manufacturing

TAAS Partners24 open roles

Where
Gurugram, Haryana, India
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Your applicationOpen nowHead of ManufacturingTAAS Partners · Gurugram, Haryana, India

  1. YouYes, apply to this one.

  2. CV RocketCV written for this posting.

  3. 25 readersRecruiter, hiring manager, skeptic. Round after round.

  4. CV RocketApplied on TAAS Partners's own form.

The reply lands in your private mailbox

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The clock on this job

Early applications get read.

12.3% of postings close within 7 days. Measured by our own scanner across the market. TAAS Partners postings stay open a median of 4 days.

Share of postings closed within
  1. 2.1%1 day
  2. 4.5%3 days
  3. 12.3%7 days
  4. 19.3%14 days
  5. 35.6%30 days
  6. 58.1%60 days
This job: first seen 5 days ago

TAAS Partners median: 4 days open

The posting

Head of Manufacturing

Designation: VP/SVP ·

Reports to: Co-founder & COO ·

Level: Leadership

We are a Physical AI company building AI-powered sorting, grading, and packing machines for

fresh produce, deployed across India and international markets (fruit packers, quick-commerce

retailers,

and international channel partners). We're scaling from build-to-order, partner-led

manufacturing

toward a repeatable, quality-certified production system that can hold up to global fruit-packer

and

retail-automation standards.

We're looking for a Head of Manufacturing to own the full manufacturing function

—

internal build

capability, our external manufacturing partner network, and the safety/quality discipline that lets

us

deploy machines confidently anywhere in the world.

What You'll Own

Plant/system-level problem-solving: Trace defects, yield loss, and downtime across our full

commodity/machine-type portfolio (Sort, Pack, tray-packing robots) back to shared root causes

in material flow, information flow, or supplier quality

—

and fix them at the source, not just on

the machine in front of you.

The manufacturing roadmap: Decide which lines, machine types, and quality investments are

worth building this quarter, and which aren't. Own the build-vs-partner call for each machine

type and geography.

Safety and quality as a system, not a checklist: Own plant-level QA/QC audit cadence,

stop-the-line authority, and defect-recurrence prevention across shifts and machine lines

—

to

the standard our international fruit-packer and retail customers expect, not just domestic

compliance minimums.

Vendor ecosystem maturity: Move our manufacturing partners from transactional (reliable

delivery on committed orders) toward genuine capability partners, and eventually toward a

dual-sourced, resilient network so no single vendor or component delay can stall a customer

deployment.

Capability building: Install standard work, training pathways, and problem-solving methodology

so the shop floor gets better without you in the room.

Culture: Build overall safety as the cultural default, with the psychological safety to stop the line

without fear, and make near-miss/defect reporting blameless

—

so problem-solving becomes a

daily habit across shifts rather than something enforced from the top.

Working capital discipline: Partner with finance/ops on milestone-based procurement and

vendor payment structuring (advance / delivery / post-installation) to reduce blocked cash per

unit.

What Good Looks Like (Experience Needed in priority)

Execution: Thrives in ambiguity with high agency

manufacturing environment.

—

gets things done in a fast-scaling

Leadership style: A flexible, outcome-oriented leadership style, adapting the approach to the

problem rather than running a fixed playbook.

Development & engagement: People want to work for you, and you actively build your team's

capability and engagement.

capability and engagement.

Team building: A track record of building manufacturing teams at scale.

Safety system implementation: Your countermeasures hold via standard work and poka-yoke

—

not because someone's watching.

Vendor management: Vendors treat Intello as a partner worth prioritizing, not just another PO.

Process improvement: Handed

"yield is down 8% on the Sort line"

or

"the Q-Com rollout needs

150–200 units by 2028,

" you run it end-to-end without hand-holding.

Shop-floor behavior: Near-miss and defect reporting on your floor is blameless; people flag

problems instead of hiding them.

Quality management: You can look a European fruit-packer's or a Reliance/BigBasket-scale

retailer's quality audit in the eye without flinching.

What You Bring

10+

years in manufacturing engineering/operations, with at least 3–5 years owning plant-level or

multi-line scope (not just machine-level fixes).

Track record building or scaling a vendor/supplier network

—

ideally in precision machinery,

industrial automation, or electromechanical assembly.

Direct experience with safety/quality systems (root-cause analysis, poka-yoke, audit cadence) at

a level that satisfies export-quality or international customer standards.

Comfort operating in a startup environment: build-to-order variability, partner-led

manufacturing, and capital-constrained scaling

—

not a mature, single-site mass-production

setup.

Bonus: exposure to food-tech/agri-tech hardware, sorting/grading/vision-based machinery, or

Bonus: exposure to food-tech/agri-tech hardware, sorting/grading/vision-based machinery, or

cold-chain/produce industry.

Why This Role Matters Now

we are moving from proving the technology to proving it can be built and deployed at scale

—

India

SaaS fleet expansion, India Capex build-to-order lines,

~150–200 Q-Com units through 2028, and

international partner-led deployments. Manufacturing quality and vendor reliability are now the

constraint on growth, not the AI. This role sets that foundation

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