Information Technology Manager - Business Engineering Solutions

Jabil•Tampa, FL

4d•Hybrid

About The Position

At Jabil (NYSE: JBL), we are proud to be a trusted partner for the world's top brands, offering comprehensive engineering, supply chain, and manufacturing solutions. With 60 years of experience across industries and a vast network of over 100 sites worldwide, Jabil combines global reach with local expertise to deliver both scalable and customized solutions. Our commitment extends beyond business success as we strive to build sustainable processes that minimize environmental impact and foster vibrant and diverse communities around the globe. You will be the person who sees the whole picture of engineering technology at Jabil. Design and product engineering happens across all of our sectors, largely on a shared toolchain, but the requests for new tools and capabilities can arrive one business unit at a time. The result is that sometimes similar problems get solved more than once, in slightly different ways, at considerably more cost than they need to. Your job is to connect that work. You will get to know how engineering is actually done in each sector, understand where it slows down, and make sure that when one team solves a problem well, the others find out about it. When a new request comes in, you will ask the question that too often goes unasked: what is the real constraint here, and is technology the answer to it? Some of the time it will not be, and saying so is part of the value you bring. This is a role built on influence rather than authority. You will not run platforms or manage a team. You will earn a seat at the table by knowing the engineering process better than anyone else in IT, by being straight with people about what will and will not work, and by making the shared path the obviously better one rather than the mandated one.

Requirements

Eight or more years in engineering IT, business engagement, business relationship management, or engineering process improvement, with at least three of those years working directly with engineers.
Genuine familiarity with how product development works and the systems that support it — CAD, PLM or PDM, and engineering data management.
Hands-on process mapping and improvement experience in an engineering or manufacturing setting.
A track record of qualifying technology demand well, including the judgment and the credibility to redirect or decline a request that does not address a real problem.
Experience building a business case and then going back to check whether the value showed up.
The ability to move people who do not report to you, and the patience to support several teams that each work in their own way.
A Bachelor's degree in Engineering, Information Technology, or a related field; an engineering discipline is preferred. Equivalent experience will be considered.

Nice To Haves

Background in electronics manufacturing services, contract manufacturing, medical device, automotive, or aerospace.
Exposure to CAE, ALM, simulation, and test alongside CAD and PLM.
Formal grounding in Lean, Six Sigma, or value stream mapping.
Prior experience as a business engagement, business relationship, or IT account manager supporting engineering teams.

Responsibilities

Build and maintain a clear map of the engineering lifecycle — concept, design, validation, industrialization, and sustaining — and the capabilities each stage depends on across CAD, CAE, PLM, ALM, simulation, and test.
Be the first call for engineering technology requests, working with the requester to understand whether the issue is a tool limitation, a process breakdown, a data problem, or a training gap before anything gets funded.
Dig into the engineering areas that are growing fast, seeing quality issues, or missing schedule, and find the real bottleneck — the handoff that keeps breaking, the rework loop, the validation step that always slips.
Keep a living view of what has already been built across sectors, so any team can see what exists, who owns it, and what it would take to adopt — then broker that reuse and help the adopting team make the changes it genuinely needs.
Know the difference between the differences that matter and the ones that are just history. Some variation between sectors is driven by real product, customer, or regulatory requirements, and should stay.
Tie every engineering technology investment to something the business cares about — margin, cycle time, quality, risk — agree how it will be measured before it is approved, and go back six months after launch to report honestly on whether it delivered.
Build real relationships with engineering leaders across our sectors, and represent what engineering needs in the forums where technology investment gets decided.
Share what you develop with the Business Engagement Managers, coaching them on engineering engagement practice and reviewing the value cases they build.