The posting
MOD42 Opportunity | The GOR Group, Authorized Recruiting Partner
Quality Program Manager
About MOD42
MOD42 designs, manufactures, and delivers modular data center infrastructure that helps customers deploy and expand AI capacity faster. By integrating engineering and factory production, MOD42 enables manufacturing and site preparation to progress simultaneously, creating a more efficient and predictable path to deployment.
Led by experienced data center professionals, MOD42 develops scalable, repeatable infrastructure designed to reduce waste, minimize site impact, and adapt to evolving technology requirements.
Position Overview
The Quality Program Manager is a hands-on quality leader responsible for building, implementing, and sustaining MOD42's end-to-end quality management system. Reporting to the Vice President of Manufacturing, this role ensures that business processes are clearly documented, understood, consistently followed, measured, and continuously improved.
The position extends beyond product inspection and manufacturing quality. Its scope encompasses the full business and product lifecycle, beginning with customer conversations and proposals and continuing through design, procurement, program execution, manufacturing, logistics, installation, start-up, commissioning, and warranty support.
This leader will work across departments to develop practical, ISO 9001-based processes that connect commitments, requirements, decisions, handoffs, records, and accountable ownership. The role requires someone who can bring structure to ambiguity, influence without direct authority, lead organizational change, and turn documented processes into sustainable daily operating practices.
Minimum Qualifications
- At least 10 years of experience in quality management, operations, manufacturing, engineering processes, supply chain quality, field delivery, or a comparable discipline.
- At least three years of experience leading a quality management system or comparable cross-functional process-system implementation across departments or organizational boundaries.
- Demonstrated experience developing, implementing, and improving documented processes, operating controls, or management systems.
- Proven ability to lead multiple quality or process-improvement initiatives through organizational change, adoption, and sustained operational use.
- Hands-on supplier or external-partner quality experience, including capability assessments, requirements development, corrective-action management, and verification of corrective-action effectiveness.
- Ability to build, implement, and sustain an ISO 9001-based quality management system.
- Experience using objective evidence, operational data, audits, and risk-based reviews to evaluate process performance and improvement.
- Strong written communication, process-documentation, training, coaching, facilitation, and cross-functional problem-solving abilities.
- Ability to influence department leaders, technical teams, suppliers, and external partners without relying on direct authority.
- Relevant military experience in quality, operations, maintenance, logistics, or documented systems may count toward the experience requirements when the responsibilities and results are comparable.
Preferred Qualifications
- Experience supporting complex operations, engineered products, contract manufacturing, multi-site operations, or field delivery.
- Degree in industrial engineering, quality, operations research, applied statistics, or a related discipline.
- Practical experience with Lean Six Sigma or comparable continuous-improvement methodologies.
- Lean Six Sigma Green Belt or Black Belt certification.
- ISO 9001 Lead Auditor qualification.
- Experience facilitating Quality Council or leadership-level quality reviews.
- Experience coaching common quality methods across departments, products, suppliers, and operating sites.
- Demonstrated ability to quantify process adoption, operational improvements, recurring failures, rework, corrective-action effectiveness, and customer outcomes.
A degree is not required. Education does not replace the position's experience requirements or provide an automatic advantage when candidates demonstrate comparable practical capability.
Operating Model
Phase 1 – Lifecycle Process Assessment and Risk Prioritization
Partner with business and department leaders to map MOD42's end-to-end lifecycle processes. Identify process owners, inputs, outputs, requirements, risks, decisions, handoffs, controls, and the objective evidence required to demonstrate that each process operates effectively.
Assess existing practices against operational needs and ISO 9001-based quality principles. Identify unclear ownership, incomplete requirements, weak handoffs, missing records, recurring failures, and other conditions that create quality or execution risk.
Phase 2 – QMS Development and Process Documentation
Develop a prioritized quality management system plan based on operational risk and business need. Work with departments to create practical process documents, procedures, work instructions, templates, review routines, and accountability mechanisms.
Connect customer and proposal commitments to downstream design, purchasing, manufacturing, logistics, installation, commissioning, acceptance, and warranty-support requirements.
Phase 3 – Implementation, Training, and Adoption
Introduce new or improved processes through direct engagement with process owners and users. Train and coach teams, verify their understanding, address resistance, and ensure that documented requirements can be followed during daily operations.
Establish adoption checks, process reviews, corrective-action routines, and lessons-learned practices. Resolve controls that are unclear, inefficient, duplicative, or difficult for teams to use consistently.
Phase 4 – Governance, Measurement, and Continual Improvement
Use risk-based reviews, internal audits, supplier audits, performance measures, and objective evidence to verify process adherence and results.
Prepare Quality Council reviews with the Vice President of Manufacturing and Chief Product Officers. Clearly present cross-functional risks, decisions, owners, priorities, recurring failures, and corrective-action status.
Use findings, performance data, customer outcomes, and lessons learned to improve the QMS and prevent recurrence.
Phase 5 – Supplier and External-Partner Quality Integration
Develop supplier and external-partner quality processes in collaboration with Procurement, Engineering, Operations, and other responsible departments.
Assess supplier capability, establish quality expectations, monitor performance based on risk, verify corrective-action effectiveness, and adjust oversight when supplier performance or operational conditions change.
Core Responsibilities
Quality Management System Leadership
- Build and maintain MOD42's end-to-end quality management system framework.
- Develop practical ISO 9001-based processes with department leaders and operating teams.
- Ensure processes are documented, communicated, understood, followed, measured, and improved.
- Establish governance practices that clarify responsibilities, decisions, controls, required records, and evidence of effective execution.
- Maintain a balanced quality system that supports operational discipline without creating unnecessary administrative burden.
Lifecycle Process Development
- Map lifecycle processes with department leaders, including owners, inputs, outputs, requirements, risks, decisions, handoffs, and performance evidence.
- Connect customer commitments and proposal requirements to design, procurement, manufacturing, logistics, installation, commissioning, and warranty-support activities.
- Identify and resolve incomplete handoffs, unclear ownership, inconsistent requirements, missing evidence, and cross-functional process gaps.
- Ensure documented processes account for downstream impacts and do not shift problems from one team or lifecycle phase to another.
Process Documentation and Control
- Create and maintain quality procedures, process documents, work instructions, templates, and supporting records with responsible departments.
- Establish proportionate document control, configuration control, process-review, and change-management practices.
- Verify that current requirements, approved changes, accountable ownership, and required records remain available across departmental and organizational boundaries.
- Improve documentation that is unclear, inefficient, outdated, or difficult to use.
Organizational Change and Adoption
- Engage department leaders and process users during the development and implementation of new controls.
- Train and coach teams on quality-system requirements and practical process execution.
- Address resistance, clarify expectations, and help teams integrate documented processes into daily work.
- Verify employee understanding, process adoption, and sustained use rather than relying solely on completed documentation.
- Influence outcomes across functions without assuming ownership of each department's technical or commercial decisions.
Nonconformance and Corrective Action
- Lead organizational processes for nonconformance, root-cause analysis, corrective action, preventive action, and lessons learned.
- Help accountable teams identify immediate corrections and sustainable process improvements.
- Use methods such as 5 Whys, 8D, risk assessment, and FMEA when appropriate to the issue and level of risk.
- Verify corrective-action implementation and effectiveness before closure.
- Ensure process documents, controls, and training are updated when corrective actions require operational changes.
- Monitor recurring failures and ensure lessons learned are applied across relevant products, suppliers, departments, and sites.
Supplier and External-Partner Quality
- Develop supplier-quality and external-partner quality processes with Procurement, Engineering, Operations, and other responsible functions.
- Participate in supplier capability assessments and the establishment of quality expectations.
- Evaluate supplier corrective-action responses and verify that implemented actions are effective.
- Adjust audits, reviews, and monitoring based on supplier performance, risk, and recurring quality issues.
- Promote consistent quality methods across suppliers and internal operating teams.
Audits, Metrics, and Process Verification
- Develop a risk-based audit and review program covering internal processes, suppliers, external partners, and cross-functional handoffs.
- Use audits and reviews to evaluate both process adherence and operational results.
- Measure process adoption, handoff completeness, rework, recurring failures, corrective-action effectiveness, and customer outcomes.
- Use sound data judgment to distinguish isolated issues from systemic risks.
- Prioritize improvement efforts using operational evidence, risk, and business impact.
Quality Council and Executive Governance
- Prepare and facilitate Quality Council reviews with the Vice President of Manufacturing and Chief Product Officers.
- Present concise summaries of quality risks, process gaps, required decisions, responsible owners, and improvement priorities.
- Establish a reliable governance cadence for corrective action, lessons learned, process performance, and cross-functional escalation.
- Coach Product Quality Managers and other quality leaders on common methods while respecting their established reporting relationships and technical accountability.
Practical Quality Methods
The Quality Program Manager is expected to select and apply methods based on the process, risk, and operational need. Applicable methods include:
- ISO 9001-based quality management systems
- Process mapping and lifecycle analysis
- Document and configuration control
- Internal and supplier audits
- Root-cause analysis
- Corrective and preventive action
- 5 Whys
- 8D problem solving
- Risk assessment
- Failure Mode and Effects Analysis
- Lean and continuous improvement
- Adoption and process-effectiveness measurement
- Lessons-learned practices
- Supplier capability assessment
- Evidence-based verification of sustained results
Five Foundations
Systems Thinking
Step back before selecting a solution. Consider lifecycle dependencies, competing priorities, operational tradeoffs, downstream teams, and long-term effects. Improve the overall outcome without moving the problem elsewhere.
Quality Mindset
Document how work will be executed, follow the documented plan, evaluate what did not work, and update the process based on evidence and lessons learned.
Cross-Department Leadership and Process Discipline
Develop processes with the people who will use them. Write clearly, communicate expectations, teach and coach teams, influence without direct authority, and sustain disciplined execution.
Demonstrated Results
Quantify adoption and operational change. Clearly explain failures, the actions taken in response, and the subsequent improvement. Use objective evidence and sound data judgment to prioritize work and verify effectiveness.
Technical Foundation
Apply technical and analytical knowledge to processes, operations, risks, requirements, and objective evidence. Communicate complex concepts accurately in language that business and operational teams can understand. This foundation may come from education, military service, or civilian experience.
Behavioral Attributes
- Curiosity: Asks thoughtful questions, develops a deeper understanding of operations, continues learning, and applies new knowledge to the work.
- Energized by Ambiguity: Brings clarity, structure, ownership, and measurable improvement to unclear or disorganized situations.
- Care with Accountability: Respects, supports, and develops people while holding teams to established standards, commitments, results, and follow-through.
- Constructive Response to Failure: Learns from setbacks while proactively identifying what could fail and developing controls that reduce the likelihood or impact.
- Practical Judgment: Selects quality methods and controls that are proportionate to the process and risk.
- Collaborative Leadership: Builds processes with users and maintains productive relationships across departments, suppliers, and external partners.
Initial Priorities
During the first 90 days, the Quality Program Manager will:
- Map key lifecycle processes and confirm accountable process owners.
- Assess operational and quality risks across departments and lifecycle stages.
- Develop and align a prioritized QMS implementation plan.
- Pilot quality processes in the highest-risk areas.
- Establish process-adoption checks.
- Implement corrective-action and lessons-learned routines.
- Establish a concise and actionable Quality Council cadence.
- Begin identifying baseline measures that can be used to establish meaningful performance targets.
Measures of Success
Success in this position includes:
- Consistent use of approved processes across departments.
- Clear ownership of business and lifecycle processes.
- Complete requirements and objective evidence at critical handoffs.
- Documented processes that are understood and usable by operating teams.
- Corrective actions that resolve underlying causes and prevent recurrence.
- Improved coordination across departmental and organizational boundaries.
- Quality governance that clearly identifies risks, decisions, owners, and priorities.
- Numerical performance targets established with the Vice President of Manufacturing and department leaders after confirming the operational baseline.
Decision Rights and Working Boundaries
- Own the QMS framework, quality governance, process-adoption support, and continual-improvement system.
- Establish common quality methods, process requirements, governance routines, and verification practices.
- Evaluate process adherence, objective evidence, adoption, and corrective-action effectiveness.
- Escalate unresolved cross-functional quality risks, recurring failures, incomplete requirements, and ineffective corrective actions.
- Department leaders remain accountable for the execution and results of their processes.
- Responsible functions retain their established technical and commercial decision-making authority.
- Product Quality Managers retain their reporting relationships to their respective Chief Product Officers and receive common-method coaching from this role.
- This position supports accountable teams but does not replace their responsibility for operational execution, technical decisions, commercial commitments, or departmental results.
Recruiting and Employment Disclosure
The GOR Group is providing recruiting support to MOD42 for this position. Any candidate hired for this position will be employed directly by MOD42 and not by GOR.
Depending on the needs of the position, GOR's recruiting support may include candidate sourcing, application intake, administrative review of materials against criteria supplied or approved by MOD42, preliminary candidate conversations, candidate introductions, scheduling support, and candidate communications.
GOR does not have authority to extend an offer of employment or establish compensation, benefits, employment terms, workplace policies, job responsibilities, work assignments, or conditions of employment. MOD42 retains sole and final authority over all hiring and employment decisions and is responsible for the supervision and management of its employees.
About The GOR Group
At GOR Group, we believe in Grit Over Resume.
We understand that great talent does not always come from a perfectly matched resume. While experience and technical skills matter, we know that some of the most successful professionals are those who demonstrate the character, determination, and drive to learn, adapt, and deliver results.
We value individuals who demonstrate:
- Leadership
- Accountability
- Problem solving
- Adaptability
- Strong communication
- Continuous learning
- A willingness to take on challenges
- A strong work ethic
- The ability to grow and develop in new environments
If your experience does not align with every requirement, but you believe you can make an impact, we encourage you to apply.
At GOR Group, we look beyond job titles and keyword matches. We focus on identifying individuals who bring the right attitude, work ethic, leadership, and technical capability to help our clients succeed. We partner with organizations across the mission-critical, data center, manufacturing, commissioning, construction, and infrastructure industries to connect them with professionals who are ready to contribute, grow, and build meaningful careers.
If you are ready to help build the next generation of digital infrastructure while advancing your career in one of the fastest-growing industries in the world, we would love to hear from you.
Know Someone Who Might Be a Fit?
GOR Group believes in Grit Over Resume. Great talent often comes through strong networks and referrals from industry professionals.
If you know someone in the mission-critical, data center, manufacturing, commissioning, construction, or infrastructure industries who may be open to new opportunities, we offer a $500 referral bonus for successful placements.
If your referral is hired and completes the required employment period, we will reward you for helping connect great talent with great opportunities.
Reach out to our team to learn more about our referral program and current openings.
