Head of Manufacturing Designation: VP/SVP · Reports to: Co-founder & COO · Level: Leadership We are a Physical AI company building AI-powered sorting, grading, and packing machines for fresh produce, deployed across India and international markets (fruit packers, quick-commerce retailers, and international channel partners). We're scaling from build-to-order, partner-led manufacturing toward a repeatable, quality-certified production system that can hold up to global fruit-packer and retail-automation standards. We're looking for a Head of Manufacturing to own the full manufacturing function — internal build capability, our external manufacturing partner network, and the safety/quality discipline that lets us deploy machines confidently anywhere in the world.

What You'll Own Plant/system-level problem-solving: Trace defects, yield loss, and downtime across our full commodity/machine-type portfolio (Sort, Pack, tray-packing robots) back to shared root causes in material flow, information flow, or supplier quality — and fix them at the source, not just on the machine in front of you.

The manufacturing roadmap: Decide which lines, machine types, and quality investments are worth building this quarter, and which aren't. Own the build-vs-partner call for each machine type and geography. Safety and quality as a system, not a checklist: Own plant-level QA/QC audit cadence, stop-the-line authority, and defect-recurrence prevention across shifts and machine lines — to the standard our international fruit-packer and retail customers expect, not just domestic compliance minimums.

Vendor ecosystem maturity: Move our manufacturing partners from transactional (reliable delivery on committed orders) toward genuine capability partners, and eventually toward a dual-sourced,



resilient network so no single vendor or component delay can stall a customer deployment.

Capability building: Install standard work, training pathways, and problem-solving methodology so the shop floor gets better without you in the room.

Culture: Build overall safety as the cultural default, with the psychological safety to stop the line without fear, and make near-miss/defect reporting blameless — so problem-solving becomes a daily habit across shifts rather than something enforced from the top.

Working capital discipline: Partner with finance/ops on milestone-based procurement and vendor payment structuring (advance / delivery / post-installation) to reduce blocked cash per unit.

What Good Looks

Like (Experience Needed in priority) Execution: Thrives in ambiguity with high agency manufacturing workplace. — gets things done in a fast-scaling Leadership style: A flexible, outcome-oriented leadership style, adapting the approach to the problem rather than running a fixed playbook.

Development & engagement: People want to work for you, and you actively build your team's capability and engagement. capability and engagement.

Team building: A track record of building manufacturing teams at scale.

Safety system implementation: Your countermeasures hold via standard work and poka-yoke — not because someone's watching.

Vendor management: Vendors treat Intello as a partner worth prioritizing, not just another PO.





Process improvement: Handed "yield is down 8% on the Sort line" or "the Q-Com rollout needs 150–200 units by 2028, " you run it end-to-end without hand-holding. Shop-floor behavior: Near-miss and defect reporting on your floor is blameless; people flag problems instead of hiding them.

Quality management: You can look a European fruit-packer's or a Reliance/BigBasket-scale retailer's quality audit in the eye without flinching.

What You

Bring 10+ years in manufacturing engineering/operations, with at least 3–5 years owning plant-level or multi-line scope (not just machine-level fixes). Track record building or scaling a vendor/supplier network — ideally in precision machinery, industrial automation, or electromechanical assembly. Direct experience with safety/quality systems (root-cause analysis, poka-yoke, audit cadence) at a level that satisfies export-quality or international customer standards.

Comfort operating in a startup environment: build-to-order variability, partner-led manufacturing, and capital-constrained scaling — not a mature, single-site mass-production setup.

Bonus: exposure to food-tech/agri-tech hardware, sorting/grading/vision-based machinery, or Bonus: exposure to food-tech/agri-tech hardware, sorting/grading/vision-based machinery, or cold-chain/produce industry.

Why This Role Matters

Now we are moving from proving the technology to proving it can be built and deployed at scale — India SaaS fleet expansion, India Capex build-to-order lines, ~150–200 Q-Com units through 2028, and international partner-led deployments. Manufacturing quality and vendor reliability are now the constraint on growth, not the AI. This role sets that foundation

📌 Head of Manufacturing (Panipat)
🏢 TAAS Partners
📍 Panipat