Chassis/Brake/Steering Team Lead

Here at Scout Motors, we're carrying forward the heritage of one of the most iconic American vehicles in history. A vehicle dating back to 1960. One that forged the path for future generations of rugged SUVs and trucks and will do so once again.

But Scout is more than just a brand, it’s a legacy steeped in a culture of exploration, caretaking, and hard work.

The Scout brand is all about respect. Respect for the past and the future by taking an iconic American brand that hasn’t been around for a while, electrifying it, digitizing it, and loading it with American innovation. Respect for communities by creating a company that stands for its people and its customers. Respect for both work and play, with vehicles that are equally at home at a camp site, a job site, or on a Tuesday commute. And respect for our customers by developing two powertrains that meet their requirements — an all-electric powertrain as well as the Harvester™ range extender powertrain which includes a built-in gas-powered generator with an estimated 500 miles of combined range.

At Scout Motors, we empower our talented, inclusive, and entrepreneurial teams to innovate. What makes a Scout employee? Someone who is a visionary and a leader, who seeks new paths and shares lessons learned. A knowledgeable doer who collaborates across the company to build better. A go-getter with unrivaled passion.

Join us at Scout Motors and be part of shaping the future of transportation. If you're ready to drive change and make history, apply now!

What you’ll do

Become part of an iconic brand that is set to revolutionize the electric pick-up truck & rugged SUV marketplace by achieving the following:

Team Leadership 

• From engineering’s viewpoint; lead cross function discussions alignment between production, quality, sales, marketing purchasing, finance, product management, CAE, other R&D teams, and cross system engineering partners.  
  • Topics will include chassis (suspension/wheels), braking, and steering. 
  • Triage issues and bring them fourth in proper priority. 
  • Bring together DRE topics formally and present to cross-functional teams and upper management. 
• Lead topics for engineering from a program management perspective; organizing cross functional teams and engineering as needed. 

Budget 

• Review budget with engineers ensuring nothing is missing and any forecasting is properly documented/aligned. 

Program Management 

• Identify timing issues and raise topic to next level of management. 
• When multiple directions/scenarios exist, organize cross-functionally to help facilitate a decision matrix. 
• Foster a culture of technical excellence, ownership, accountability, and continuous improvement.  
• Taking input from engineering team track progress and potential risks.