Satellite-Propulsion Component Continuity Leader

The mandate

The scale-up supply chief departed after acceptance testing rejected two flow-control lots just as an export interruption stopped replacement hardware. Programme plans counted purchase orders, but usable propulsion sets depend on matched thrusters, valves, tanks, power-processing units, firmware and test evidence by spacecraft configuration. Engineering reserved alternates for development, mission teams protected launch slots and suppliers quoted recovery before critical processes were complete. Nine manifests now compete for parts that cannot be substituted casually.

The executive must start onsite in Tel Aviv within ten days for a ten-month term, with extension possible only if one named launch moves beyond the handover window. The first 14 days will reconcile every flight, qualification and development unit and reset unsupported mission reservations. By day 50, all nine manifests must operate through common allocation gates. Three build-and-test cycles and one second-source failure exercise precede a five-week induction of the permanent mission-supply leader.

Handover is complete when each propulsion set has serial and configuration identity, approved source, manufacturing and acceptance state, export status, custody, integration and test need date, mission reservation and recovery option; no flight unit is double counted; and two successive integration milestones close without avoidable supply loss. The successor receives rejected lots, concession decisions, alternate qualifications, launch exposures, supplier cash commitments and the next three build cycles.

The interim may allocate company-controlled approved hardware, protect or release mission reservations, resequence suppliers and integration, purchase qualified spot capacity and approve recovery spend up to ILS 50 million. Engineering and Mission Assurance retain design, qualification, acceptance and flight-use decisions; authorised counsel owns export interpretation; customers own mission changes; the founder-chief executive approves launch-manifest withdrawal, fundraising commitments or structural source changes above delegation.

Propulsion design, failure investigation, export-control legal advice, launch operations, customer contract renegotiation, long-term vertical integration and investor fundraising are outside scope. The leader cannot turn development or rejected hardware into flight supply through schedule pressure. Each alternative must show exactly which configuration, test, export and integration conditions it satisfies before appearing in a mission recovery plan.

Why this seat is open

The company scaled programmes faster than its supply authority and allowed engineering, mission and procurement reservations to diverge. The former chief lost confidence after presenting ordered components as complete propulsion sets. A temporary executive must restore mission-level control through the next launch bank while the board recruits a leader able to operate in a venture environment without weakening assurance.

What you will own

• Reconcile every flight, qualification and development component by serial, configuration, source, test, export, custody and mission.
• Allocate approved propulsion sets using integration need, launch consequence, alternate path, test confidence and customer commitment.
• Recover rejected or delayed lots through authorised rework, replacement, alternate manufacture and mission resequencing routes.
• Challenge supplier recovery against special processes, sub-tier parts, acceptance equipment, export approval and transport reality.
• Govern weekly mission supply decisions across engineering, assurance, procurement, integration, test, finance and customer teams.
• Exercise loss of an alternate source while measuring spacecraft, launch, cash, customer and qualification consequences.
• Induct the successor through live reservations, rejected lots, export holds and the next three build-and-test cycles.

Candidate qualifications

• Held executive spacecraft, propulsion, avionics or comparable flight-hardware supply authority across concurrent missions.
• Has allocated scarce flight units after lot rejection, export interruption or special-process capacity failure.
• Understands serial effectivity, configuration, qualification, acceptance test, export status, integration and launch clocks operationally.
• Can command mission priorities while preserving Engineering, Mission Assurance, counsel and customer decision rights.
• Has challenged purchase-order and supplier-date optimism using complete flight-set and sub-tier process evidence.
• Completed permanent handover after mission supply survived several builds, tests and a second disruption scenario.

Non-negotiables

• Available in Tel Aviv within ten days and able to sustain approximately 45% supplier and launch travel.
• Brings direct flight-hardware mission supply; general electronics procurement or startup operations alone is insufficient.
• Accepts Engineering, Mission Assurance, export-counsel, customer and founder-chief-executive decision boundaries.
• Will disclose interests involving propulsion suppliers, launch providers, space customers, investors and export advisers.

1. 49 words maximum. Describe flight hardware you reallocated after a rejected lot broke a complete mission set.
2. 49 words maximum. Confirm your Tel Aviv start date and the largest simultaneous mission portfolio you commanded.
3. 49 words maximum. Which sub-tier process must be verified before supplier recovery protects a launch manifest?