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Thermo Fisher Scientific

Makes lab instruments, reagents and supplies

Director – Engineering Systems Design

Engineering LeadershipConfirmed live in the last 24 hours
Full-timePleasanton, CA, USAIn-person

About the Job

Requirements

  • An advanced degree in systems, electrical, mechanical, optical, biomedical or computer engineering, applied physics, or a related discipline.
  • Extensive experience developing and commercializing integrated life-science instrumentation, consumables, and customer workflows.
  • Demonstrated success leading a portfolio of complex product-development and lifecycle programs through engineering leaders.
  • Significant organizational leadership across systems engineering, integration, or hardware engineering.
  • Experience building managers, senior technical leaders, and multidisciplinary engineering teams.
  • Experience allocating resources and resolving priorities across multiple programs and platforms.
  • Experience in regulated or highly quality-controlled product-development environments.
  • Proven success leading across functions, global sites, and matrixed organizations.
  • Broad knowledge across systems, electrical, mechanical, and optical engineering, with deep expertise in at least one discipline.
  • Strong understanding of molecular biology workflows and how scientific, consumable, and instrument performance interact.
  • Experience with products integrating instruments, consumables, assays, firmware, software, and data.
  • Strong knowledge of system integration, requirements, technical risk management, and verification.
  • Ability to identify portfolio-level technical risks, capability gaps, and investment needs.
  • Experience with model-based engineering, simulation, and modern engineering tools.
  • Understanding of reliability, manufacturability, serviceability, cybersecurity, and lifecycle management.
  • Practical knowledge of artificial intelligence and machine-learning applications in engineering and intelligent products.

Responsibilities

  • Lead systems engineering, integration, and hardware engineering across electrical, mechanical, and optical disciplines.
  • Establish functional strategies, technical standards, development methods, and capability roadmaps.
  • Build strong managers and technical leaders who guide individual product programs.
  • Ensure programs have the leadership, expertise, and capacity required for successful execution.
  • Develop depth in critical disciplines and reduce dependency on individual experts.
  • Balance resources across new products, platform investments, sustaining engineering, and lifecycle priorities.
  • Maintain a division-wide view of engineering priorities, capacity, technical maturity, and risk.
  • Partner with research and development, business, and Product Management leaders to align engineering resources with portfolio strategy.
  • Establish portfolio-level indicators for technical health, integration readiness, quality, and delivery risk.
  • Review program health through engineering leaders and address cross-program dependencies or capability gaps.
  • Resolve resource and priority conflicts that cannot be addressed within individual programs.
  • Intervene directly when risks are systemic, cross-platform, or business-critical.
  • Provide senior leadership with clear recommendations on investment, sequencing, and technical risk.
  • Establish practical standards for requirements, design, analysis, integration, verification, and technical reviews.
  • Strengthen model-based engineering, simulation, interface management, and evidence-based decision-making.
  • Ensure appropriate engineering rigor based on product complexity, intended use, and risk.
  • Identify recurring issues across the portfolio and address their systemic causes.
  • Promote reuse of proven designs, models, methods, and test assets.
  • Apply processes based on intent and risk so they improve decisions without unnecessarily slowing teams.
  • Ensure programs develop instruments, consumables, assays, firmware, software, and data as integrated systems.
  • Establish strong partnership between Product Management and engineering during product definition and concept selection.
  • Ensure customer and scientific workflows translate into clear product and system requirements.
  • Review critical trade-offs involving scientific performance, customer experience, cost, schedule, and risk.
  • Ensure technical leaders maintain product coherence from feasibility through commercialization and lifecycle support.
  • Use learning from development, manufacturing, and field performance to improve future products.
  • Establish common engineering practices across the Bay Area, Singapore, and India.
  • Distribute meaningful technical ownership while maintaining clear standards and accountability.
  • Partner with site leaders to develop local capability and align resources with portfolio needs.
  • Build succession depth for management and critical technical roles.
  • Identify future capability gaps and develop plans to build, hire, or partner for them.
  • Define how artificial intelligence, modeling, simulation, and automation will improve engineering effectiveness across the portfolio.
  • Promote AI-assisted requirements analysis, concept evaluation, design optimization, and risk identification.
  • Advance digital twins, predictive models, and data-driven approaches that reduce development cycles and physical iteration.
  • Ensure hardware, sensing, compute, and data capabilities support intelligent instruments and connected workflows.
  • Partner with Architecture, Software, and Data Science leaders to align AI-enabled product development.
  • Establish appropriate validation, traceability, governance, and human accountability for AI-assisted engineering.
  • Measure the impact of AI adoption rather than treating it as isolated experimentation.
  • Build strong partnerships with Product Management, science, software, Quality, Regulatory, Operations, Service, and Commercial leadership.
  • Translate engineering portfolio decisions into customer, business, investment, and lifecycle implications.
  • Align senior stakeholders through resource, priority, and technical trade-offs.
  • Represent Core Engineering in product, portfolio, and divisional governance.
  • Engage customers, suppliers, and technology partners to strengthen engineering direction and external awareness.

About the Company

Thermo Fisher Scientific

Makes lab instruments, reagents and supplies

Thermo Fisher Scientific makes and sells the instruments, chemicals, consumables and lab services that drug companies, hospitals, universities and industrial labs use for research, testing and production. Its products cover work from gene sequencing and protein analysis to diagnostic tests and lab freezers, and its distribution arm ships supplies to labs worldwide. Drug developers also hire it to run clinical trials and to manufacture medicines under contract. It earns money from consumables that labs buy again and again, along with instrument sales, service contracts and outsourcing fees. The company traces its roots to Thermo Electron, founded in 1956, which merged with Fisher Scientific in 2006, and it is based in Waltham, Massachusetts.

Company size
10,001+
Company stage
IPO
Headquarters
Waltham, MA
Founded
1956

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