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TPI Composites

Manufactures wind blades and automotive composites

Leader – Advanced Manufacturing Engineering - Finishing Processes & Technology

Full-TimeUpdated on 10/14/2026
No salary listed
Senior
Bachelor's, Master's
Mexico
In PersonTravel within the US and Mexico up to 25%.
Manufacturing & Process EngineeringManufacturing Engineering

About the job

Requirements
  • A B.S. degree in Mechanical, Manufacturing or Industrial Engineering, or Engineering Technology is required.
  • A minimum of 5–8 years of relevant manufacturing experience is required; composites or finishing operations experience is preferred.
  • At least 2 years leading engineering teams, projects or personnel is required.
  • Advanced English, verbal and written, is required for interaction with customers, corporate teams and other TPI sites.
  • Willingness to travel within the US and Mexico up to 25% is required.
  • Availability to spend long periods on the factory floor and work across shifts when required is required.
  • Manufacturing process development, optimization and industrialization for composite and finishing operations.
  • Composite material processing and inspection.
  • Design and execution of engineering test plans and technology down-selection.
  • Statistical process control, process capability studies and measurement system analysis.
  • Data analytics applied to manufacturing process improvement, using Power BI, Minitab, SQL or equivalent.
  • Artificial intelligence and machine-learning tools applied to process monitoring, defect detection and quality improvement.
  • Root-cause analysis and structured problem solving, including RCA, 5 Why, Ishikawa and DOE.
  • Lean Manufacturing, Six Sigma and continuous improvement methodologies, including Kaizen, SMED, Poka-Yoke and 5S.
  • Project management of multiple concurrent engineering projects, including scope, schedule and cost control.
  • Interpretation of drawings, bills of materials and technical specifications; geometric dimensioning and tolerancing.
  • CAD 3D modeling and technical documentation using SolidWorks, CATIA or equivalent.
  • PDM/PLM systems, technical document control and Microsoft Office.
  • Development of work instructions, process standards and training material.
  • Capital project justification, cost-benefit analysis and business case preparation.
  • Team leadership, people management and accountability for results.
  • Talent development, coaching and mentoring.
  • Strategic and systems thinking; decision-making under uncertainty and with incomplete data.
  • Change management and ability to influence without authority.
  • Effective communication and executive presentation skills.
  • Negotiation and conflict resolution.
  • Cross-functional collaboration and teamwork.
  • Emotional intelligence, self-awareness and active listening.
  • Delegation and priority management.
  • Analytical and critical thinking; attention to detail and quality orientation.
  • Innovation, creativity and continuous improvement; bias for action and results orientation in a fast-paced setting.
  • Adaptability and resilience; integrity, ethics and role-modeling organizational values.
Responsibilities
  • Lead the Advanced Manufacturing Engineering team by setting direction, planning, prioritizing and assigning workload and projects, and ensuring on-time execution of the area's work plan and objectives.
  • Understand internal and external customer requirements, manufacturing process KPIs and controls, and translate them into the team's project portfolio, technical standards and priorities.
  • Define, approve and lead engineering test plans to evaluate and down-select new technology, equipment or methods for production.
  • Lead industrialization and implementation of new manufacturing processes, methods, equipment and controls, ensuring validation, documentation and effective hand-off to Engineering and Production.
  • Ensure the team analyzes, interprets and summarizes data from trials, validations and technology qualifications to support decision-making; review and approve technical data packages before release.
  • Drive use of data analytics, statistical process control and AI/machine-learning tools to qualify new processes and technologies, establish process capability baselines and verify implemented solutions hold; ongoing process monitoring remains with Production and Process Engineering.
  • Act as the technical referent for finishing technology and process design, providing engineering expertise to Production, Quality, Tooling, Maintenance, Process and Product Engineering.
  • Lead root-cause investigations and implementation of corrective and preventive actions for deviations identified during trials, validation and technology implementation.
  • Own the area's technology, automation, digitalization and cost-reduction project pipeline for finishing processes, prioritizing initiatives by impact on safety, quality, cost and productivity.
  • Manage, coach, develop and evaluate Advanced Manufacturing Engineers; provide mentoring, technical leadership and performance feedback, and promote competency development and knowledge transfer.
  • Build training, succession and development plans for the area, and participate in selecting and onboarding new team members.
  • Manage relationships and performance of technology suppliers and external partners, including technical negotiation and follow-up of deliverables and technical requirements.
  • Participate in defining capital investment plans, installed capacity and long-term technology roadmaps for the plant and AMT organization.
  • Communicate project status, risks and results to management and cross-functional stakeholders, and escalate critical risks and deviations in a timely manner.
  • Administer engineering change control, technical information traceability and compliance with applicable customer and organizational requirements.
  • Comply with and promote Internal Work Regulations and the organization's Mission, Vision and Values.
  • Contribute to maintaining and continuously improving management systems (ISO 9001, ISO 14001 and ISO 45001), promoting customer focus, risk-based thinking and operational excellence.
  • Perform and enforce duties in compliance with TPI policies and aligned with TPI values of safety, operational excellence, commitment, integrity and leadership.
Desired Qualifications
  • Postgraduate studies in engineering management, manufacturing or business administration.
  • Experience with composite material processing and inspection.
  • Experience applying data analytics, statistical process control and AI/machine-learning tools to manufacturing process improvement.
  • Lean Six Sigma Green or Black Belt, CAPM/PMP, SPC, GD&T, SolidWorks CSWA or CSWP, Kaizen, SMED, Poka-Yoke, data analytics or machine-learning certification, or internal auditor certification for ISO 9001, ISO 14001 or ISO 45001.

About the company

TPI Composites manufactures composite materials for wind energy and transportation markets, focusing on wind turbine blades as an independent blade supplier with a global footprint (U.S., Mexico, Turkey, India) and serving leading wind turbine OEMs. It also produces composite components for automotive applications, including electric vehicles, leveraging its expertise in lightweight, durable materials. The company uses cost-effective, scalable manufacturing processes to meet high-volume production needs and derives revenue through long-term supply agreements, providing stable, predictable demand. Compared with competitors, it differentiates itself through its diversified product mix, global manufacturing presence, and reliance on long-term contracts rather than short-term project work. Its goal is to supply reliable, scalable composite solutions for wind and transportation markets while expanding its footprint and customer base in both sectors.

Company Size

1,001-5,000

Company Stage

IPO

Headquarters

Scottsdale, Arizona

Founded

1968

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Simplify Jobs

Simplify's Take

What believers are saying

  • July 2026 emergence restored operating flexibility and eliminated legacy debt payments.
  • May 2026 Nordex deal extended Türkiye blade capacity through 2026, adding contracted volume.
  • July 2026 GE Vernova supply agreement and field-services expansion support near-term utilization.

What critics are saying

  • GE Vernova, Vestas, and Nordex now control TPI’s former contract demand and factories.
  • August 2025 Chapter 11 exposed $1.077 billion liabilities; financing fragility remains obvious.
  • If OEMs keep insourcing blades by 2027, TPI’s standalone manufacturing franchise disappears.

What makes TPI Composites unique

  • July 6, 2026 exit left TPI debt-free under Energy Capital Partners.
  • TPI’s BladeAssure digital quality suite targets faster, more repeatable blade manufacturing.
  • Its field services network spans North America and Europe, adding repair revenue beyond blades.

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Benefits

Remote Work Options

Flexible Work Hours

Growth & Insights and Company News

Headcount

6 month growth

10%

1 year growth

10%

2 year growth

10%
Weather Guard Wind
Jul 20th, 2026
ECP buys TPI blade factories, GE pours billions into LM Wind Power.

ECP buys TPI blade factories, GE pours billions into LM Wind Power. * July 20, 2026 Allen covers Energy Capital Partners buying TPI's blade factories, GE Vernova's $1.7 billion rescue of LM Wind Power, offshore wind cutting oil burn during a heat wave, Scotland's Caledonia approval, and 19 states suing the Pentagon over stalled wind reviews. Good Monday everyone. A few months ago, Weatherguardwind told you about a Houston bankruptcy court carving up TPI Composites. Well, that story just got a whole lot bigger. On July sixth, TPI walked out of Chapter Eleven. Zero debt. New owners. A private equity firm called Energy Capital Partners picked up TPI's blade factories in Iowa and Juarez, Mexico for about twenty million dollars. Twenty million, against more than a billion dollars in liabilities. ECP did not stumble into wind blades. They bought Calpine back in twenty eighteen, inherited seventy-seven power plants, and became GE's biggest private gas turbine customer in the Western Hemisphere. That relationship, forged in gas turbine halls, is what brought them to composite factories. GE Vernova signed a five-year supply deal requiring it to send blade orders to ECP's factories. GE is ECP's partner, its customer, and was even the backup buyer if the deal fell through. So TPI lives on, leaner, debt-free, with locked-in demand from one of the biggest turbine makers on earth. But now, the other side of that coin. While ECP picked up two blade factories for twenty million dollars, GE Vernova recently pumped one-point-seven billion dollars into its own blade company, LM Wind Power. LM's equity had fallen to negative 575 million euros. Revenue dropped ninety-six percent in one year, from 2.1 billion Danish kroner down to just ninety-three million. The Danish workforce, cut to about twenty-five people. LM Wind Power has lost money every single year since GE bought it in twenty seventeen. Nine straight years of red ink. So think about that. Two American blade factories now serve GE Vernova's onshore business. One in Grand Forks, North Dakota, owned by GE, inside a division losing four hundred million dollars a year. The other in Newton, Iowa, owned by ECP, zero debt, five-year supply deal. The independent contract blade business that TPI Composites built is gone. Vestas took the India and Mexico plants in-house. GE's supply is locked to ECP. The OEMs and their financial partners now own the factories directly. And that is a new era for wind manufacturing. Now, let Weatherguardwind talk about what those blades are doing once they are spinning. Earlier this month, a brutal heat wave hit the eastern United States. Air conditioners running full blast. Grid operators scrambling to keep up. And off the coast of New England, two offshore wind farms stepped up. Vineyard Wind, eight hundred and six megawatts off Massachusetts. Revolution Wind, seven hundred and four megawatts near Rhode Island. Together they pushed hundreds of megawatts into the grid right when people needed it most. And here is the number that matters. Oil-fired power plants met about ten percent of peak demand on July second this year. Last summer, at the height of a similar heat wave, oil plants covered nearly fifteen percent. That is more than a gigawatt less oil burned. The projects that survived lawsuits, survived construction shutdowns, survived lease freezes, are now keeping the lights on in New England. Across the Atlantic, Scotland just approved two massive offshore wind farms. The Caledonia North and South projects in the Moray Firth, up to one hundred and forty turbines spread across one hundred and sixty-five square miles. Enough power for two million homes. Ocean Wind is leading the development with a commitment of about 1.7 billion pounds. And here is what makes this project different. Caledonia South will mix fixed-bottom and floating turbines, up to thirty-nine floaters. That blend of proven and next-generation technology on a single project is something to watch. Back in the United States, nineteen state attorneys general are suing the Department of Defense. The reason, wind project reviews. Federal law says any wind turbine taller than two hundred feet must go through a Defense Department check, to make sure it does not interfere with military radar or flight paths. Last August, the Pentagon stopped reviewing those projects. No explanation. No timeline for starting again. Maryland Attorney General Anthony Brown is leading the coalition, joined by attorneys general from eighteen other states including California, New York, and New Jersey. They want a court to force the Defense Department to start doing its job again. And finally, a story from the sea floor. Down in southern New England, lobster populations have been falling for decades. Back in nineteen ninety-eight, there were about fifty million lobsters in those waters. By twenty twenty-two, fewer than ten million. But something else is moving in. Jonah crabs. Fishermen used to throw them back. Now they are hauling them in by the thousands, selling them as a cheaper option to lobster. And researchers at the University of Rhode Island are finding that offshore wind foundations are acting like artificial reefs. Algae grows first, then barnacles and mussels, then fish and crabs follow. The question scientists are working to answer is whether these structures create new marine life, or just pull it in from the surrounding ocean. Either way, the turbines are not just making electricity. They are making habitat. Now, here is what to watch. This Wednesday, July twenty-second, GE Vernova reports second quarter earnings. And the numbers Weatherguardwind just talked about will be in the room. One-point-seven billion dollars pumped into LM Wind Power, a blade company that has lost money nine years straight. Twenty million dollars to let ECP walk away with two factories and a five-year supply deal. GE Vernova is guiding for four hundred million dollars in wind segment losses this year. Meanwhile, its Power and Electrification divisions are printing money, nearly five billion dollars in free cash flow last quarter alone. So the question on that earnings call is simple. If you are spending eighty times more to keep your in-house blade maker alive than a private equity firm paid to buy your contract supplier, how long do you keep doing both? Watch for what GE Vernova says about LM Wind Power's future, about North American onshore blade strategy, and about whether that 1.7 billion dollar injection was a rescue, or a goodbye. The answer could reshape who makes blades in this industry for the next decade. And that is the state of the wind industry for the 19th of July, twenty twenty-six. Join Weatherguardwind for the Uptime Wind Energy Podcast tomorrow.

EnergyMagz
Jul 11th, 2026
TPI Composites exits Chapter 11 with Energy Capital Partners as new owner

TPI Composites has emerged from Chapter 11 bankruptcy under new ownership by Energy Capital Partners. The wind blade manufacturer will continue operating its facilities in Iowa and Juárez, Mexico, alongside its global field services business under the TPI brand. The restructuring leaves TPI with no outstanding debt and an optimised capital structure backed by Energy Capital Partners. The company plans to focus on North American wind energy manufacturing whilst expanding its field services division across North America and Europe. TPI intends to accelerate investment in manufacturing technologies, including its BladeAssure digital quality suite, to improve production efficiency. The field services business provides inspection, preventive maintenance and structural repair services for wind energy assets.

Quiver Quantitative
Aug 14th, 2025
TPI Composites Announces Approval of Chapter 11 First-Day Motions to Preserve Operations and Financial Flexibility

TPI Composites announced the approval of first-day motions in its voluntary Chapter 11 proceedings, ensuring operational stability.

TXF
Aug 13th, 2025
TPI Composites files for Chapter 11 bankruptcy

TPI Composites files for Chapter 11 bankruptcy.

Market Wire News
Aug 12th, 2025
TPIC - TPI Composites Inc. Initiates Voluntary Chapter 11...

Reaches Agreement with Senior Secured Lenders for Use of Cash Collateral and Up to $82.5 Million in Debtor-in-Possession Financing Subject to.