Head of Manufacturing Infrastructure

• →Own the full lifecycle of site acquisition, permitting, design, and construction for factories, test sites, and future campuses. If it gets built, you own it.
• →Define the site strategy — what gets built where, in what order, and to what specification — and drive alignment with program and leadership.
• →Challenge requirements before executing them. If a program constraint is creating an infrastructure bottleneck, you surface it and propose alternatives. Nothing is sacred.
• →Manage GCs, subcontractors, and construction vendors — and evaluate on a rolling basis whether key capabilities should stay external, move in-house, or be acquired outright.
• →Own utility strategy: power substations, natural gas, water, data. If the utility doesn't exist, evaluate whether Boom should build it.
• →Navigate local politics, permitting, and regulatory relationships as a first-person owner — not a delegator. County commissioners, planning departments, utility providers. You clear the path.
• →Treat capital as a tool. Know when to spend aggressively to unlock disproportionate value, and when to hold the line. Structure incentives that make contractors want to hit your timeline as much as you do.
• →Build the creative vision for how Boom constructs its physical footprint — not just executing a plan someone else wrote, but authoring one that no one has seen before.
• →Lead and develop a flat, high-output team. Set the standard and raise the ceiling.

• A track record of building large-scale physical infrastructure — factories, launch sites, substations, industrial facilities — from greenfield or near-greenfield under real time and cost pressure.
• Direct accountability for construction programs in the $10M–$100M+ range.
• First-person experience navigating permitting, utility negotiations, and local politics — not managing someone who did it.
• An instinct for vertical integration. You've asked "should we just own this?" and followed through on the answer.
• Scars from a build that was on fire and the instinct to move faster, not slower.

• You would rather be on the site than in a meeting about the site.
• When everyone else sees a wall, you see a design problem.
• You ask for forgiveness, not permission.
• Your first instinct when a subcontractor slips is not to update the schedule — it's to go figure out why and fix it.

We are not the right place for facilities managers, corporate real estate professionals, or operations leaders whose instinct is to outsource the hard parts. We are exactly the right place for someone who has built things that looked impossible on paper — and wants to do that at a company building something that matters.

To conform to U.S. Government aerospace technology export regulations (ITAR and EAR), applicant must be a U.S. citizen, lawful permanent resident of the U.S., protected individual as defined by 8 U.S.C 1324b(a)(3), or eligible to obtain the required authorizations from the U.S. Department of State. Learn more about ITAR here.

Boom is an equal opportunity employer and we value diversity. All employment is decided on the basis of qualifications, merit and business need.