About the Role

Agility Robotics is building humanoid robots at scale — and the rigor of how we develop them matters as much as the technology itself. As Senior Technical Program Manager, NPI, you will shape company-level investments by owning the end-to-end governance of how Agility takes hardware from concept through production: defining and facilitating the Product Development Process (PDP), ensuring cross-functional teams understand their role in it, driving requirements discipline at every phase, and making sure gate reviews happen on evidence, not momentum.

Reporting to the Senior Director of Program Management, you will operate within the Operations PM team as the primary owner of NPI program governance. This role is right for someone who has walked into a live, complex hardware program, built situational awareness fast, and started driving outcomes within weeks. You will need to earn credibility with engineers, hold teams accountable to deliverables, and be recognized as the face of the program.

About the Work

NPI Process Development & Phase Gate Governance

• Design and own the New Product Implementation Process that is right for Agility — from phase gate structure and entry/exit criteria through readiness reviews and formal decision records.
• Prepare and lead gate readiness assessments for leadership. These are data driven conclusions on whether the program is ready to proceed.
• Define and enforce governance cadence across programs: regular execution reviews, risk reviews, executive briefings, and rapid-resolution forums when issues escalate.  Distill updates into a simple story for Executive Leadership Team (ELT) updates.
• Maintain a decision log for every material phase gate decision — what was decided, who decided it, what alternatives were considered, and what evidence supported the call.
• Champion continuous improvement of the process itself. Drive lessons learned at each phase gate and feed them back into the process.

Requirements Definition & Cross-Functional Alignment

• Ensure requirements are defined, documented, and validated before programs advance through phase gates.
• Work with Engineering, Operations, Supply Chain, Manufacturing, and other teams as needed to surface and resolve requirement gaps early, before they become schedule or quality problems.
• Translate business and operational needs into structured requirements that program teams and technical leads can act on without coming back for clarification.
• Drive DFx requirements into the design process at the right phase.

Schedule & Risk Management

• Own and maintain the integrated program schedule