Quality Program Manager (Phoenix)

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 documentat