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Technical Strategy Manager H/F
<h3>About Alta Ares</h3><p style="min-height:1.5em"><br />Alta Ares is an air defense Neoprime. We build AI-guided interceptors to counter drones and cruise missiles, along with the software platform that powers them.</p><p style="min-height:1.5em">Our customers are NATO-aligned militaries and defense institutions, and our systems are regularly deployed during live exercises and operational demonstrations across Europe, the Middle East, and Asia.</p><p style="min-height:1.5em">Founded in 2024, we have grown to 90 people, raised over $60M, and increased revenue 40× this year. We are now entering a new phase of international expansion, industrial scaling, fundraising, and product development.</p><h2><strong>Context</strong></h2><p style="min-height:1.5em">We are looking for hybrid profile, sitting at the intersection of strategy and engineering, able to rigorously evaluate the technology choices made by the R&D and innovation teams, audit our internal capabilities, and challenge product/tech trade-offs with a business lens. This is not a technical team management role, but a role of constructive counter-power and strategic alignment between engineering and business priorities.</p><h2></h2><p style="min-height:1.5em">You will ensure that our technological decisions (R&D, innovation, architecture choices, build vs buy, roadmap prioritization) are aligned with overall strategy, economically sound, and robust by actively challenging the relevant teams rather than rubber-stamping their proposals.</p><p style="min-height:1.5em"></p><h2><strong>Role & Missions: </strong></h2><p style="min-height:1.5em"></p><p style="min-height:1.5em"><strong>Strategic and technical challenge</strong></p><ul style="min-height:1.5em"><li><p style="min-height:1.5em">Challenge the technical choices and roadmaps proposed by R&D and the Innovation team (architecture, stack, prioritization, build vs buy vs partner)</p></li><li><p style="min-height:1.5em">Question the underlying assumptions behind technical projects (feasibility, ROI, strategic alignment, technical debt incurred)</p></li><li><p style="min-height:1.5em">Produce well-argued, independent analyses not rubber-stamped validations</p><p style="min-height:1.5em"></p></li></ul><p style="min-height:1.5em"><strong>Technology and market watch</strong></p><ul style="min-height:1.5em"><li><p style="min-height:1.5em">Run continuous technical and technology watch (competitors, emerging technologies, market trends, new tools, and platforms) to keep the company's decisions informed by the state of the art</p></li><li><p style="min-height:1.5em">Identify technologies or approaches that could create a competitive advantage, or expose the company to being left behind</p></li></ul><ul style="min-height:1.5em"><li><p style="min-height:1.5em">Turn watch findings into actionable inputs for the R&D/Innovation roadmap and for COMEX-level strategic discussions</p></li><li><p style="min-height:1.5em">Build and maintain a structured watch process (sources, cadence, internal distribution) rather than ad hoc monitoring</p><p style="min-height:1.5em"></p></li></ul><p style="min-height:1.5em"><strong>Capability audit</strong></p><ul style="min-height:1.5em"><li><p style="min-height:1.5em&q