The opportunity
Crusoe is on a mission to accelerate the abundance of energy and intelligence . As the only vertically integrated AI infrastructure company built from the ground up, we own and operate each layer of the stack — from electrons to tokens — to power the world's most ambitious AI workloads.
What you'll do
Baseline Standards and Governance: Establish and maintain PMO-wide standards for cost and schedule baselining, including a common WBS and cost code structure across both manufacturing sectors.
Baseline Change Control Standard: Define the cross-sector standard for how a cost or schedule baseline may be revised — what triggers a re-baseline, who approves it, and how the original commitment stays visible after the change. Audit compliance across both sectors; the sector managers run quality assurance on their own schedules, you own the rule they run it against.
Estimate-to-Baseline Handoff: Validate that awarded scope, quoted hours, material costs, and margin assumptions are correctly loaded before a program starts — this is where most margin is won or lost.
Budget Reporting and Forecasting: Build the cost-to-complete and estimate-at-completion tooling that project managers run their projects on, and make it good enough that keeping it current is the easy path. PMs own their project numbers — committed cost, earned production, and forecast at completion — and you partner with them on the standard and cadence that keeps those numbers trustworthy, coaching where the model is confusing and flagging where it’s drifting. At the portfolio level you’re the consumer: roll the data up, work variances through with the responsible PM, and bring leadership a forecast the whole team stands behind.
Monthly Program Economics Review: Own the standing monthly economics review across both sectors — you set the calendar, publish the pre-read, run the meeting, and hold the drumbeat month over month so it survives busy quarters. Each sector manager brings a signed cost-to-complete position for every active program; you validate the model, challenge the operational assumptions behind it, and drive variance and recovery items to a documented owner and date. Track closure of prior-month actions so the review compounds rather than resets.
SOP and Tooling Ownership: Own the SOPs and tooling that make the review executable — the forecast submission artifact and its sign-off, the variance and recovery log, the pre-read package, and the reporting templates PMs work in. Write the procedures, version them, train the PMs on them, and revise them when the process outgrows the tool. If a control only exists in someone’s spreadsheet, it is not yet a control.
What they're looking for
- Reporting and Dashboard Tooling: Build and maintain the data layer and reporting tooling behind the sector executive dashboards. The sector managers own their dashboards and the story they tell; you own the pipeline underneath — the source-of-truth queries, the refresh automation, and the reconciliation that makes both sectors’ numbers comparable.
- Data Integrity and ERP Governance: Own cost data hygiene across the PMO — cost code discipline, work order structure, WIP accuracy, and BOM-to-job-cost alignment. Audit for drift, drive correction with the responsible team, and keep bad inputs from reaching the forecast.
- Portfolio Risk and Contingency Management: Track contingency and risk allowance across the active portfolio — what was carried at baseline, what has been drawn, and what remains against known exposure. Give leadership a defensible view of how much cushion is actually left.
- PM Enablement and Training: Onboard every new project manager onto the controls toolset and reporting standard, run refreshers as the tooling changes, and build the cost and schedule competency of the PM population over time. Adoption is a deliverable, not a hope.
