Manager/Sr. Manager, Engagement - Utility

Role summary

This role is the on-ground anchor for a large-scale digitization and modernization engagement running inside a large state electricity distribution utility. The Engagement Manager owns the day-to-day relationship with the utility, keeps technical deployment on track, and clears the operational and bureaucratic friction that typically stalls this kind of work inside a government-linked organization.

Reports to: Operations leadership

Key responsibilities:

Stakeholder & relationship management

• Serve as the primary day-to-day point of contact between the engagement team and utility officials across all operating circles — building working relationships from field engineers up to circle-level and senior leadership

• Represent the engagement in periodic reviews with utility leadership; prepare clear, concise progress briefings that sustain buy-in and pre-empt pushback

• Read internal utility politics accurately — know which approvals need which sign-off, and which relationships to invest in to keep the engagement moving without escalation

Delivery

• Coordinate on-ground deployment of digital monitoring and asset-mapping tools, including geo-tagging of physical infrastructure (poles, transformers, substations, feeders)

• Track installation and rollout progress against agreed milestones; identify slippage early and escalate before it compounds into a larger delay

• Facilitate and manage the formal approvals required to keep deployment moving — MoUs, data-sharing agreements, site access permissions — chasing these proactively rather than waiting on the utility's own timelines

• Support planning and execution of new technical pilots as the engagement expands into additional circles or new asset categories

Training & adoption

• Design and run structured training sessions for utility field staff and engineers on new digital tools and processes

• Track actual adoption and usage of deployed tools post-training, not just attendance — flag where staff have reverted to old methods and address the root cause

• Build simple, repeatable training materials that can be reused as the engagement scales to new teams or circles

Data & problem-solving

• Monitor asset-tagging and data-quality progress against engagement targets; identify and escalate systemic data gaps to technical leads

• Identify recurring operational bottlenecks — approval delays, staff turnover, resistance to new tools, inconsistent data practices — and propose practical, utility-specific workarounds rather than generic fixes