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About Vantage

Vantage powers, cools, protects and connects the technology of the world's well-known hyperscalers, cloud providers and large enterprises. Developing and operating across North America, EMEA and Asia Pacific, Vantage has evolved data center design in innovative ways to deliver dramatic gains in reliability, efficiency and sustainability in flexible environments that can scale as quickly as the market demands.

Reliability Engineering Department

The Reliability Engineering Team is responsible for the overall operating health of critical systems across Vantage global facilities. For each of the major systems Electrical, Mechanical, and Controls, the Reliability Engineering team is responsible for ensuring success in the commissioning stages of new construction, evaluating and improving the reliability and performance of existing critical infrastructure, sustaining equipment operational availability through maintenance program design, providing ongoing technical support to the Site Operations Teams, as well as providing systems reliability and maintainability feedback to the Design Engineering teams for future design considerations.

Position Overview

This role will be based in Denver, CO. Following our flexible work policy (3 days in-office, 2 days flexible).

Vantage is seeking a Vice President, Reliability Management System, North America to establish, lead, and continuously improve the management system that governs reliability and availability across the North American portfolio.

Reporting to the Senior Vice President, Enterprise Operational Excellence, North America, the Vice President owns the Reliability Management System strategy, operating model, governance, organizational capability, investment priorities, and portfolio outcomes. The role integrates operations engineering, technical process engineering, reliability practices, maintenance strategy, operational controls, telemetry, assurance, risk management, and organizational learning into a unified system for mission-critical operations.

The Vice President leads through Directors and senior technical leaders and operates through a federated model with Site Operations, Reliability Engineering, Automation Systems, Construction, Commissioning, Design, Technology, Procurement, Finance, and other enterprise functions. The role establishes clear decision rights and accountability boundaries across these functions, resolves material conflicts, and holds RMS leaders accountable for sustained adoption and results.

This role is accountable for the effectiveness, scalability, and business value of the Reliability Management System. Site Operations retains accountability for day-to-day facility operations and execution. The Vice President sets the system, standards, controls, performance expectations, and assurance mechanisms that enable Site Operations to operate reliably at scale.

The position requires executive judgment, deep mission-critical operations and engineering expertise, organizational leadership, and the ability to make consequential decisions involving reliability, safety, customer commitments, operational risk, investment, and long-term portfolio performance.

Essential Job Functions

Own Reliability Management System Strategy and Operating Model

• Define and own the North America Reliability Management System strategy, multi-year roadmap, target operating model, governance structure, maturity plan, and measures of success.
• Establish how RMS capabilities work together across operations engineering, reliability engineering, technical processes, maintenance, operational controls, telemetry, assurance, risk, and fleet learning.
• Define decision rights, accountability boundaries, required interfaces, escalation paths, and management mechanisms across RMS and partner functions.
• Set portfolio priorities and determine the sequencing of capability development, standards deployment, technology enablement, and organizational change.
• Advise the SVP and executive leadership on material reliability risks, capability gaps, operating-model choices, investment requirements, and tradeoffs.
• Ensure the RMS remains scalable and fit for purpose as the North American portfolio, operating complexity, and customer requirements evolve.

Establish Enterprise Reliability Standards and Controls

• Own the North America framework for operating standards, standard work, SOPs, MOPs, EOPs, maintenance requirements, job plans, technical process libraries, and related operational controls within RMS scope.
• Establish the governance and lifecycle used to develop, approve, deploy, revise, retire, and assure RMS standards and controlled technical content.
• Set expectations for safe, repeatable, practical, and verifiable work execution across different sites, designs, equipment vintages, and operating conditions.
• Resolve material conflicts among technical requirements, operating practices, design intent, maintenance needs, customer commitments, and portfolio standards.
• Establish the deviation, exception, and risk-acceptance framework for RMS requirements, including approval thresholds, compensating controls, expiration or review conditions, and closure evidence.
• Ensure systemic lessons, recurring defects, incidents, audits, and operating experience are translated into durable changes to standards, controls, training, maintenance, engineering, or design feedback.

Drive Portfolio Reliability, Risk, and Performance

• Establish the portfolio performance system for availability, asset reliability, maintainability, operational readiness, repeat-event reduction, control effectiveness, and other approved RMS outcomes.
• Define portfolio-level thresholds, leading indicators, escalation criteria, and executive reporting required to identify deteriorating performance and emerging systemic risk.
• Integrate telemetry, maintenance history, incident learning, reliability analysis, asset condition, operating evidence, and assurance findings into fleet-wide improvement priorities.
• Determine when local issues require cross-portfolio intervention, standard changes, investment, vendor action, or executive risk decisions.
• Sponsor systemic corrective actions and require evidence that actions are implemented, effective, sustained, and applied across relevant sites.
• Provide executive recommendations on reliability investments, asset strategies, maintenance approaches, resource priorities, and accepted risk.

Lead Maintenance and Asset Reliability Strategy

• Set the North America maintenance and asset reliability strategy within RMS, including reliability-centered maintenance, equipment criticality, preventive and predictive maintenance, condition-based practices, failure analysis, and lifecycle decision support.
• Establish the technical and engineering decision framework for maintenance standards, service models, critical-spares strategy, repair or replacement choices, and vendor-supported versus internally performed work.
• Ensure maintenance and asset strategies reflect equipment risk, redundancy, failure history, customer commitments, business impact, lifecycle condition, and speed-to-restore requirements.
• Partner with Site Operations, Reliability Engineering, Procurement, Finance, and Technology leaders to align maintenance execution, vendor models, systems of record, data requirements, and investment priorities.
• Establish executive visibility into material maintenance, spares, asset-health, and service-provider risks that could affect availability or operational readiness.

Own Assurance, Maturity, and Management Review

• Define and lead the RMS assurance model, including operational assessments, control-effectiveness reviews, maturity evaluations, corrective-action governance, and executive management reviews.
• Establish an objective view of whether RMS requirements are understood, adopted, evidenced, effective, and sustained across the portfolio.
• Ensure assurance activity is risk-based, coordinated, and designed to improve the operating system rather than create duplicative oversight.
• Require accountable leaders to address systemic findings, overdue actions, ineffective controls, and repeat issues through clear recovery plans and escalation.
• Use performance, assurance, and maturity insights to refine strategy, standards, investments, organizational capability, and portfolio priorities.
• Provide the SVP and executive forums with a clear view of RMS health, material exposure, decisions required, and progress against the maturity roadmap.

Lead Organizational Capability and Executive Talent

• Build and lead a high-performing organization of Directors, senior technical leaders, and professional teams accountable for RMS capabilities and outcomes.
• Lead through other leaders, establishing clear accountability for strategy, standards, technical quality, portfolio adoption, assurance, talent, and business results.
• Design the organization, leadership structure, capability model, and resource strategy required to operate and scale RMS effectively.
• Develop senior leaders who can independently make sound decisions, influence across functions, and represent RMS in executive and operational forums.
• Build succession depth for critical leadership and technical-accountability roles and reduce reliance on individual expertise or informal relationships.
• Create a culture of operational discipline, constructive challenge, learning, accountability, candor, and continuous improvement.

Exercise Enterprise Influence and Financial Stewardship

• Represent RMS and North America reliability priorities in executive, regional, global, customer, vendor, and strategic-partner discussions.
• Align senior leaders across Operations, Engineering, Technology, Construction, Commissioning, Design, Procurement, Finance, and partner organizations around common reliability outcomes and decision principles.
• Resolve consequential cross-functional issues where ownership