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NPI Portfolio & Gate Governance:

• Own and continuously improve ANA's phase-gate process, including entry and exit criteria, required evidence, functional ownership, decision rights, approvals, and standard templates.
• Facilitate gate and program reviews; confirm readiness evidence, document decisions and exceptions, and drive actions to closure.
• Manage portfolio priorities, sequencing, cross-program dependencies, and shared-resource conflicts.
• Maintain an NPI roadmap and dashboard integrating engineering milestones with functional commitments, dependencies, gate dates, and readiness status.
• Provide evidence-based status and escalations to leadership, recommending trade-offs among schedule, cost, scope, quality, customer, and resource priorities. 

Engineering Partnership & Integrated Program Planning: 

• Partner with the Engineering Project Manager on every new product to integrate engineering milestones, technical dependencies, and design maturity into the cross-functional program plan.
• Maintain clear role boundaries: the Engineering Project Manager owns the detailed engineering schedule, technical execution, design and validation coordination, change-control workflows, technical documentation, and engineering master data. The NPI Program Manager owns gate governance, cross-functional commitments, business readiness, and escalation.
• Coordinate cross-functional review of scope and design changes for cost, schedule, inventory, supplier, manufacturing, quality, regulatory, service, and commercial impact, using Engineering's change-control record as the technical source of truth.
• Maintain the program-level risk, issue, and dependency view; coordinate mitigation and escalate unresolved items while Engineering manages detailed technical risks. 

Cross-Functional Launch Readiness:

• Convene all gate functions - Product Management, Engineering, Supply Chain, Manufacturing, Quality and Regulatory, Finance, Service and Aftermarket, Sales, and Marketing - to define deliverables and confirm readiness.
• Partner with Product Management and Finance on the program charter and business case, including scope, volume assumptions, target cost and margin, launch budget, and success criteria.
• Confirm Supply Chain and Operations readiness through functional-owner sign-off on suppliers, capacity, lead times, tooling, bills of material, routings, item masters, standard costs, and material availability.
• Confirm Manufacturing, Service, and commercial readiness through signed-off plans for work instructions, equipment, training, service parts and literature, pricing, sales enablement, and customer support.
• Confirm Quality and Regulatory readiness through approved evidence for validation, certification, inspection, process controls, safety, and compliance. 

Launch Decision, Handoff & Continuous Improvement: 

• Define gate evidence and acceptance criteria and verify functional-owner approval; do not author or approve technical work products on their behalf.
• Lead the handoff from NPI to steady-state ownership, with agreed exit criteria, open-item owners, and a defined stabilization period.
• Track and report gate timeliness, action closure, launch-date adherence, readiness exceptions, ramp performance, early-build quality, and initial field performance.
• Facilitate post-launch reviews and incorporate lessons learned into the gate process, templates, and portfolio planning.
• Promote accountability and ensure launch activity meets company quality, safety, and regulatory requirements. 

• Perform all other duties as assigned 

 Measures of Success - First 12 Months:

• A cross-functional phase-gate process is used for all NPI programs, with clear decision rights and distinct ownership for the NPI Program Manager, Engineering Project Manager, and functional leads.
• A single NPI roadmap and dashboard combines engineering and functional inputs and is reviewed with leadership on a fixed cadence.
• Gate decisions, actions, escalations, and major dependencies are resolved on time, with launch-date adherence improving.
• Products meet agreed cross-functional exit criteria for manufacturing, quality, supply, service, commercial, and post-launch readiness.