Division Talent, Planning & Strategy

<div class="content-intro"><p>Anduril Industries is a defense technology company with a mission to transform U.S. and allied military capabilities with advanced technology. By bringing the expertise, technology, and business model of the 21st century’s most innovative companies to the defense industry, Anduril is changing how military systems are designed, built and sold. Anduril’s family of systems is powered by Lattice OS, an AI-powered operating system that turns thousands of data streams into a realtime, 3D command and control center. As the world enters an era of strategic competition, Anduril is committed to bringing cutting-edge autonomy, AI, computer vision, sensor fusion, and networking technology to the military in months, not years.</p></div><h3 id="id-[Division/Platform]Talent,Planning&Strategy-AbouttheRole">ABOUT THE ROLE</h3> <p>Every division needs someone who knows its hiring picture cold and can turn that into a plan. That is this role. You are the embedded planning partner for one division, running its demand and capacity picture and producing the read that goes up into the enterprise view.</p> <p>You are not a reporting function. You go deep on your division: the programs, the hiring managers, the market, the constraints. Then you bring back a synthesized point of view, not a data dump. The standard is that you arrive with a recommendation and the reasoning behind it.</p> <p>This role exists as part of a function, not in isolation. The methodology, tooling and reporting cadence are set centrally so the enterprise rollup holds together. What is yours is the divisional depth and the judgment that comes with it.</p> <h3 id="id-[Division/Platform]Talent,Planning&Strategy-WhatYou'llDo">WHAT YOU'LL DO</h3> <h4 id="id-[Division/Platform]Talent,Planning&Strategy-DivisionalDemand,Capacity&Planning(~80%)">Divisional Demand, Capacity & Planning (~80%)</h4> <ul> <li>Run the Divisional Plan: Operate the headcount planning and capacity model for your division on the central methodology. Track approvals, update scenarios, manage change control, and keep leadership on a current reliable view.</li> <li>Model Capacity Against Demand and Produce the Roadmap: Maintain a live view of recruiting capacity (productive recruiters, ramp, hires per recruiter per month) against incoming demand. Produce your division's rolling three-month capacity roadmap showing demand, approved capacity, gap, decision needed and date. This is the input that rolls into the enterprise view.</li> <li>Run Demand Intake: Operate the framework for how business lines in your division submit, justify and prioritize hiring needs. Turn disparate requests into one source of truth.</li> <li>Drive Prioritization: Sequence your division's demand against constrained capacity, with a data-backed rationale for why: revenue impact, contract milestones, single-point-of-failure roles, ramp dependencies.</li> <li>Run Your Division's Monthly Hiring Check-In and Own SLA Burndown: Program manage your division's section of the monthly hiring check-in end to end, covering capacity against demand, productivity, funnel health and SLA compliance. Own SLA burndown for your division.</li> <li>Partner With Planning & Analytics for Your Division: Be the divisional counterpart on recruiting and delivery analytics (funnel velocity, capacity and demand, scorecards, the Juno BI platform) and on talent quality and market analytics as they apply to your division (quality of hire, candidate and hiring-manager experience, geo talent density). Be fluent in Juno Recruiter Allocation for your division rather than rebuilding it in a spreadsheet, help your hiring managers and TA leads read it themselves, and run the feedback loop on data gaps and mapping issues back to them.</li> <li>Know Your Division Cold and Surface Signals Early: Programs, contract milestones, hiring managers, market dynamics, upcoming needs. Proactively raise what you are seeing rather than waiting for it to become someone's escalation.</li> <li>Arm Your TA Leader: Your divisional TA leader should never walk into a business review without a capacity story you built, one that connects hiring progress to business outcomes and proposes options rather than surfacing problems.</li> </ul> <h4 id="id-[Division/Platform]Talent,Planning&Strategy-FunctionandProgramContribution(~20%)">Function and Program Contribution (~20%)</h4> <ul> <li>Feed the Enterprise View: Connect your divisional signals back into the broader planning framework so the cross-divisional picture is coherent.</li> <li>Use the Standard: Operate on the shared methodology, models and reporting cadence rather than building a parallel approach for your division.</li> <li>Improve the System: Where the standard does not fit your division's reality, say so and help fix it centrally rather than working around it.</li> <li>Report International Movement: Report international movement affecting your division to the Head of Global TA Planning & Strategy. Country tier changes, new in-country demand, and the capacity needs that follow. International expansion is part of your division's demand picture, not a separate track, so it lands in your plan on the same methodology as domestic demand.</li> <li>Own TA Market Mapping for Expansion Asks: When the business is evaluating a new site, a facility expansion or a new country for your division, own the TA read. Talent density and competitor presence in the market, realistic hiring ramp, wage and level implications, and the recruiting capacity it would take to staff it. Real estate and expansion decisions get made on cost and proximity. Your job is to put the talent picture in the room before t