VP of Global Sourcing, Power and Systems

Fluence (Nasdaq: FLNC) is a global market leader delivering intelligent energy storage and optimization software for renewables and storage. Our solutions and operational services are helping to create a more resilient grid and unlock the full potential of renewable portfolios. With gigawatts of successful implementations across nearly 50 markets, we are transforming the way we power our world for a more sustainable future. For more information, please visit  fluenceenergy.com . Job Description: Role Summary The Vice President, Power and Systems leads Fluence's global direct materials strategy and execution across the power conversion, electrical systems, systems integration, and balance of plant portfolios. The role carries approximately $1.2B in annual spend today. As Fluence converts contracted backlog and pipeline into deployed capacity, that portfolio is expected to exceed $5B in annual spend within three years. Scaling the function to carry that volume is the central mandate of this role. The supplier base, commercial structure, organization design, and cost discipline required at $5B differ materially from what supports the business today. This leader builds that capability while continuing to run the portfolio, without compromising cost performance, supply continuity, or quality through the ramp. Scale is not the objective on its own. Growing volume is leverage, and this role is accountable for converting it into significant year over year cost reduction and measurable gross margin improvement. Unit costs are expected to come down as volume goes up. Every incremental gigawatt is expected to strengthen Fluence's commercial position with its supply base. A leader who administers a larger portfolio at today's cost structure will not succeed here. This is a builder role rather than a caretaker role. It calls for a senior leader who is equally credible leading an enterprise cost review with the CFO and the CPO and reviewing a should cost teardown on a power conversion system at a supplier facility. Fluence is seeking an ambitious supply chain executive who wants a highly visible platform, accepts the demands of a multiyear scaling effort, and expects to be measured on results. The role reports directly to the Chief Procurement Officer and is a proving ground for the next level of executive leadership at Fluence. Scope and Organization This role consolidates the full non battery direct materials portfolio under a single leader, organized into two category towers led by Directors. Director, Power Conversion & Electrical Systems. Power conversion systems, inverters, transformers, UPS, and electrical and electronic controls. Also owns the Advanced Procurement function covering new product introduction, early supplier involvement, and design for cost. Director, Systems Integration & Balance of Plant. Enclosures, contract manufacturing, thermal management including HVAC, chillers and plumbing, fire detection and suppression, and system monitoring, software, and controls hardware. Also owns the Claims and Contracts function covering claims management, back charge recovery, contract administration, and dispute resolution. Beneath the two Directors sit Category Managers and Specialists across multiple regions. The Vice President owns the growth and design of that organization as spend scales. The Vice President sets portfolio strategy, cost targets, and supplier architecture, and leads the largest and most strategic negotiations. The Directors own category level execution, day to day supplier management, and delivery against committed targets. The Vice President is the escalation point on commercial disputes, capacity constraints, and cross tower tradeoffs. Key Responsibilities 1. Organizational Design and Scale Design and build the direct materials organization required to carry the portfolio from its current level to more than $5B in annual spend. Own org design, job architecture, headcount planning, and the build, buy, or develop decision for each seat. Establish the operating rhythm that makes scale possible: governance cadences, category strategy reviews, quarterly business reviews, cost reviews, and a single reporting standard across both towers. Set category level KPIs and one source of truth on commercial contracts, quality, delivery, innovation, sustainability, and risk. Report a consolidated view to executive leadership. Build process and systems capability that scales faster than headcount, so that growth in spend does not require proportional growth in team size. 2. Category Strategy and Supplier Architecture Own and evolve the multiyear category strategy across the full portfolio, including commodity segmentation, make or buy decisions, and regional supply balance. Architect a globally diversified and regionalized supplier base that is resilient to geopolitical exposure and single source risk, and that holds the physical capacity to support Fluence volume three to five years forward. Translate the product roadmap and manufacturing footprint into actionable sourcing strategies in alignment with Engineering, Product, and Manufacturing. Shape the contract manufacturing footprint strategy, including regional capacity placement, domestic content qualification, and total landed cost. Own the direct materials position on domestic content, FEOC eligibility, and tariff exposure so that Fluence and its customers continue to qualify for available incentives without sacrificing cost competitiveness. 3. Cost Leadership and Margin Expansion Own the cost structure for the portfolio and deliver aggressive year over year cost reduction, with direct and quantifiable accountability for COGS and gross margin improvement. Convert volume growth into commercial leverage. Structure Tier 1 agreements with tiered pricing, volume based price down curves, rebate mechanisms, and capacity commitments that improve unit economics as spend scales, rather than allowi