Quality Senior Specialist - Quality Management

New Equipment Quality Operations Leader, FCSS Are you passionate about driving quality excellence across global manufacturing, project execution, and engineered product delivery while ensuring exceptional customer outcomes? Do you enjoy leading cross-functional teams, managing quality risk, and building robust quality processes that enable right-first-time execution, operational excellence, and predictable project performance? Partnering with the best The New Equipment Quality Operations Leader provides global Quality Operations leadership for the FCSS New Equipment business, ensuring projects, manufacturing, inspection, testing, documentation, supplier execution and customer release activities are delivered with clear quality ownership, proactive risk management, operational discipline and predictable performance. The role acts as the primary Quality partner for New Equipment, connecting the FCSS Quality strategy with day-to-day execution across Business, Projects, Engineering, Operations, Supply Chain, Commercial, Supplier Quality, Site Quality, QMS Governance and Continuous Improvement. This position is accountable for implementing the FCSS Quality strategy within New Equipment, driving project gate rigor, escalation, risk management, structured problem solving, customer issue prevention, Cost of Poor Quality reduction and sustained operational improvement. As a New Equipment Quality Operations Leader, you will be responsible for: Global New Equipment Quality leadership Provide global Quality Operations leadership across FCSS New Equipment projects, manufacturing sites, external operations, inspection, testing, documentation and customer release activities. Translate FCSS and Industrial Products Quality priorities into clear New Equipment objectives, measures, owners, operating rhythms and recovery plans. Serve as the primary Quality partner to New Equipment business and project leadership, balancing customer commitments, operational delivery, commercial requirements and quality risk. Establish clear accountability, decision rights, governance and escalation paths across New Equipment Quality Operations and its key interfaces. End-to-end project quality and product assurance Embed Quality throughout the New Equipment lifecycle, from order and contract review through engineering release, supplier execution, manufacturing, inspection, testing, documentation, shipment and customer acceptance. Ensure risk-based quality planning and project gate rigor for complex, high-value, safety-critical, regulated, nuclear or customer-sensitive projects. Provide oversight of inspection, testing, product verification, technical disposition, configuration control, customer hold points and documentation release. Support predictable project execution and delivery without compromising product safety, compliance, technical requirements or customer acceptance criteria. Establish clear lifecycle hand-offs between New Equipment and Aftermarket Quality, ensuring product history, configuration, open risks, concessions, warranty obligations, lessons learned and customer commitments transfer with clear ownership. Quality authority and risk management Exercise independent Quality authority across New Equipment operations, including containment, stop-work, stop-ship or release escalation where product safety, compliance, contractual or customer risk requires it. Ensure significant risks are assessed consistently for severity, likelihood, customer impact, compliance exposure, delivery impact and potential business loss. Promote an OWN Quality culture where employees raise concerns, pause work, escalate risk and move from temporary containment to permanent corrective action. Use risk assessment and escalation management to prevent issues before they become customer escapes, repeat defects, warranty events or Cost of Poor Quality. Customer experience, project execution and right-first-time delivery Lead closed-loop customer quality management for New Equipment, covering project escapes, customer complaints, inspection findings, warranty events, field failures and Voice of the Customer insights. Drive timely containment, investigation, corrective action, customer communication and closure for significant project and product-quality issues. Partner with Customer Experience, Commercial, Project Management, Engineering, Operations and Customer Service teams to reduce recurring customer pain points and improve issue-resolution cycle time. Apply learning from customer escapes, field failures, project reviews and inspection performance to prevent recurrence across products, processes, suppliers and sites. Cost of Poor Quality and business performance Own New Equipment Cost of Poor Quality performance, including rework, scrap, premium transportation, customer claims, warranty exposure, supplier losses, internal escapes and other quality-loss costs. Partner with Finance, Operations, Supply Chain, Engineering, Project Management and Commercial team