Deployment Strategist

About the Role Customer Transformation is the team responsible for delivering value from Auger’s autonomous supply chain operating system, and this is the role where you learn to do that from the ground up. You join a deployment pod, take a workstream, and own it end to end: the plan, the meetings, the follow-through, and the number it has to move. The work is hard, the pace is fast, and the travel is heavy. You are on site with customers, in their operations, not observing from a desk. You will run a schedule that cross-functional teams depend on, chase down the answer nobody wants to give you, and write the requirement precisely enough that an engineer can build from it without asking you a second question. You will do this on live enterprise accounts where the customer has already paid for an outcome. These roles are where Auger's future leaders come from. You learn this business at the edge, inside our customers' operations, which is the only place it can actually be learned. If you are good, you will run your own account inside two years and lead multi-workstream enterprise accounts after that. Several of the people who will run this company learned it exactly this way. The ceiling here is set by what you can carry, not by a calendar. What You'll Own 1. The Plan and the Pace You own the schedule for your workstream and you defend it. Milestones, dependencies, who owes what by when, and what happens when someone misses. Nobody chases you for status, because the plan is already published and current. Enterprise deployments slip in one-week increments that nobody notices until the quarter is gone. You notice on day two, and you fix it before anyone asks. 2. The Details Nobody Else Will Chase Every deployment carries a hundred small unresolved questions: which SKU hierarchy governs, whose forecast is authoritative, who signs off on the data feed, what happens when the planner overrides the recommendation. Left alone, they surface at launch as failures. Your job is to hunt them down before they bite. Track every open question, drive each to a decision with a named owner, and close it. Unresolved for more than a week means you escape, not wait. You do not forward problems to your account lead. You bring the problem, the two options, and your recommendation. 3. Requirements Precise Enough to Build From You sit between a customer who describes their business in stories and engineers who need specifics. Your job is the translation, and vague translation is the most expensive failure in a deployment. You turn what the customer said into requirements the Supply Chain Scientist, Customer Engineering Lead, and Customer Product Lead can build from without a follow-up meeting. Named fields, named systems, named owners, stated edge cases. 4. The Numbers on Your Workstream Your account lead owns the account value model. You own the inputs that feed it from your workstream, and you know their current values without looking them up. You track the input measures on your workstream (forecast accuracy, service level, exception volume, adoption rate, whatever the model calls for), keep them current and visible, and flag movement in either direction the week it happens. 5. Communication That Ends Confusion You write the update that cross functionals teams and a customer executive read. It says what shipped, what changed, what is at risk, and what happens next. No hedging, no status theater, no burying the bad news in paragraph four. You own the written record for your workstream: decisions, owners, dates, risks. When someone asks what is going on, the answer already exists in writing. What We're Looking For Two to five years in an environment that demanded more than it gave: a service academy or military assignment, a top-tier consulting or banking analyst program, a startup where you were handed something you were not ready for, or an operating role where you carried a real number. Evidence of grit under load. You have run a project that was behind, unclear, and yours anyway, and you brought it in. Raw analytical horsepower. You can take an unfamiliar operational problem, break it down, quantify it, and defend your logic to someone smarter than you in the room. Speed. You learn a new domain in weeks, not quarters, and you would rather ship a good answer Thursday than a perfect one next month. Written precision. Your updates are short, specific, and complete. Nobody has to ask you a clarifying question. Hunger. You want the next level and you are willing to earn it in the detail, on real accounts, in front of real customers. Comfort with directness. Feedback here is immediate and specific in both directions. If that reads as harsh rather than useful, this will be the wrong team. Supply chain experience helps but is not required. We will teach you the domain. We cannot teach you drive. What This Role Is (And Is Not) This is not a rotational program, an analyst pool, or a support function. You are not here to take notes, build decks, or schedule meetings for someone senior. From your first account you own real scope in front of a real customer, and the deployment moves or stalls partly because of you. It is also not a coasting job. The learning curve is steep on purpose, the standard is high on purpose, and the people who thrive here want both. You cannot get this experience in a classroom, a rotational program, or a staff job, and you cannot get it anywhere else in this market. You will sit in rooms most people reach a decade later: a VP of Supply Chain defending their forecast, a CIO deciding what data we get, an executive sponsor asking why the number moved. You will be expected to have a point of view in those rooms, not just notes. #J-18808-Ljbffr Auger