Job Description
Summary

Coach, drive and lead lean behaviors, principles, and tools across a operational or functional area. Drive cultural transformation resulting in step-change in operational business metrics.

Job Description

About the Role

GE Vernova is executing its most significant engineering talent transformation in a generation. Engineer 2030 is GE Vernova’s strategy to double engineering productivity while ensuring the company has the deep domain expertise and skills needed to scale the company while embracing the world’s most consequential energy challenges.

This is a program architect role for someone who can hold strategy and execution simultaneously to leverage the existing talent ecosystem to build engineering‑specific solutions and drive adoption across businesses to build capabilities. This leader will be an early adopter and practitioner of AI‑enabled workforce intelligence tools, applying emerging capabilities to improve the quality, speed, and precision of engineering capability decisions.

The Senior Manager – – Engineering Capability & Transformation Leader is the engineer behind the Talent & Skills workstream, one of five workstreams of Engineer 2030. This role is part of the Engineering & Technology Excellence function within GE Vernova EDGE, reporting to the Engineering Operations and Lean Leader. This leader will also own stakeholder alignment with the executive sponsors of the Workstream. This role operates with direct visibility to the CTO and all five‑business unit Engineering leaders and will partner with the Talent Acquisition, Talent Management, Learning and Development, and HR communities.

The Work You Will Lead





GE Vernova’s engineering talent model was built for a prior era and does not help us scale to meet the moment. It is reactive and optimized for single‑business execution. The Talent & Skills workstream is the engineering systems layer for building the skills taxonomy, workforce analytics capability, and talent mobility infrastructure that allows GE Vernova to direct its best engineers to its hardest problems across teams and businesses, at scale, and ahead of demand.

Key Responsibilities

- Engineering Workforce Capability Transformation: Ensure engineering workforce strategy is forward‑looking and calibrated to where GE Vernova’s engineering needs are heading, not where they have been. Recommend where GE Vernova should build, buy, or deploy technology to close skills gaps, translating business demand signals, attrition risk, and pipeline data into actionable workforce decisions in partnership with talent management, talent acquisition, HR business partners, and business leaders.
- Enterprise Engineering Capability Review: Design and deploy a modernized GEV‑level review to be facilitated by the CTO that brings engineering teams together with talent management and HR to connect skills gap analyses, succession planning, and internal mobility in a single, repeatable process. Apply enterprise standards and facilitate talent discussions that enable strategic skill sharing across businesses.



Lead structured kaizen events to build the review framework in partnership with HR, Talent, and Engineering and sustain the program over time.
- Talent Intelligence & Skills Gap Analysis: Leverage workforce analytics, AI‑enabled talent intelligence platforms, skills inference tools and external market data to develop a view of GE Vernova’s engineering skills landscape. Help identify critical engineering capabilities, future skills need, workforce risks, deployment opportunities, and development priorities. Translate directional data into strategic recommendations grounded in business context and aligned to the enterprise skills strategy and common data standards.
- Pipeline Strategy: Partner with the GE Vernova Talent and Talent Acquisition to help inform the Engineering external talent strategy for priority skill gaps, including sourcing approaches, university partnerships, and internal early career pipeline development while leveraging enterprise partnerships, programs, and standards.
- Engineering Development Program Ownership: Lead the Edison program and any other assigned, current Engineering development programs, including their ongoing strategy, refresh, and execution, within GE Vernova enterprise development program standards. Work in partnership with the Business Engineering Leaders, Talent Management and Learning & Development teams to evolve curriculum, scope, and strategic alignment to Engineer 2030 priorities.
- Stakeholder Communication & Program Leadership: Connect the Talent & Skills workstream with the four other Engineer 2030 workstreams: Culture, Systems Engineering, Technologists, and Transformation. Ensure talent strategy reflects where engineering roles, tools, and methods are evo

📌 Senior Manager (Markham)
🏢 GE Vernova
📍 Markham