Government Programs & Special Projects

• Coordinate technical reviews with Atomic's engineering and manufacturing teams.
• Assess whether opportunities fit Atomic's capabilities, economics, timing, materials, quality requirements, and production capacity.
• Develop an initial program structure, including stakeholders, technical requirements, acquisition pathway, qualification process, schedule, funding source, and next actions.
• Move opportunities through evaluation, quoting, prototyping, qualification, contracting, and production.
• Maintain ownership of opportunities across long and sometimes ambiguous government sales cycles.
• Work with primes when they are the most effective path to a program and directly with government customers when appropriate.

• Create and maintain a structured pipeline of government and defense part opportunities.
• Develop repeatable methods for mapping programs to parts, suppliers, technical data, decision-makers, and contracting pathways.
• Establish a clear process for qualifying opportunities and prioritizing Atomic's limited technical and manufacturing resources.
• Track where each opportunity stands, what is blocking it, who owns the next action, and what must happen to advance it.
• Produce concise briefs for leadership covering the opportunity, strategic importance, expected value, technical fit, risks, and recommended next step.
• Help Atomic learn how to navigate government acquisition without allowing process to replace actual commercial and production outcomes.

Within the first several months, you will have:

• Built a prioritized map of government programs, primes, and organizations with meaningful part-production needs.
• Created a pipeline of specific, identifiable parts or part families that Atomic could potentially manufacture.
• Established relationships with the people who control demand, technical data, qualification, and purchasing.
• Obtained technical data packages or equivalent information for multiple qualified opportunities.
• Advanced initial opportunities into technical evaluation, quoting, prototype, or qualification stages.
• Implemented a practical operating system for tracking government opportunities from discovery through production.

Over time, success means creating a repeatable government business in which Atomic consistently finds critical part needs and converts them into profitable, strategically important production programs.

• You are highly resourceful and comfortable operating without a predefined playbook.
• You know how to navigate complex organizations and find the person who actually owns a problem.
• You can move fluidly between senior government officials, program managers, engineers, contracting personnel, prime contractors, and factory teams.
• You focus on concrete outcomes and specific part requirements, not meetings for the sake of meetings.
• You are comfortable working through ambiguity, fragmented information, unclear ownership, and long decision cycles.
• You can understand technical and manufacturing information well enough to recognize what matters and bring the right experts into the conversation.
• You are organized enough to manage a large number of relationships, programs, documents, dependencies, and follow-ups.
• You communicate clearly and can reduce a complicated opportunity into a concise set of facts and actions.
• You have strong judgment about when to pursue an opportunity, when to escalate, and when to walk away.

Strong candidates may come from several different backgrounds, including:

• Defense acquisition, program management, logistics, sustainment, or industrial-base roles.
• A military service, program executive office, defense agency, laboratory, depot, or combatant command.
• Business development, strategy, capture, or special projects at a defense prime, OEM, or manufacturing company.
• Government-focused operations at a defense technology startup.
• Manufacturing, supply-chain, or sourcing roles involving government or aerospace programs.
• Consulting or investing experience focused on defense programs and the industrial base.

Direct experience with technical data packages, defense manufacturing, contracting pathways, qualification requirements, or programs of record is highly valuable.

• It is not primarily a lobbying or public-policy role.
• It is not a role focused on pursuing grants without a clear path to production.
• It is not traditional capture management centered only on large solicitations.
• It is not relationship-building disconnected from specific customer needs.
• It is not limited to one branch, agency, acquisition pathway, or class of contract.

The objective is simple: find important part needs, establish whether Atomic can solve them, and do the work required to turn them into production.