Head of Capacity & Planning

We’re dedicated to expediting the energy transition with sustainable home energy solutions accessible to all, aiming to assist 3 million households in making the transition by 2030. Two questions decide whether Quatt hits its numbers in any given week. Do we have enough installation crews? Are they all working on the right job at the right time? You answer both.

The bigger picture

Installation capacity is the constraint on how fast Quatt grows. Every product we launch and every partner we sign lands on this system. Build it properly and you own one of the two or three things that decide whether the company makes money.

The planning system is the system the rest of the company works in. Sales sells against it. Customer-facing teams reschedule inside it. Field operations lives by it. Right now it runs on heuristics, spreadsheets and a small group of people who hold the rules in their heads. It works. It does not scale, and it will not survive the volume we are heading into.

Your job is to redesign it and then automate it out of existence as a manual process. A simpler process, stripped of unnecessary requirements, then handed to human and AI agents.

What you own

• A full plan, always. Every crew, every day, booked with work that makes money. Empty slots and idle crews are your problem before they are anyone else's.
• The planning process, and its automation. Take it apart first. Question every constraint we set ourselves. Delete what you can, simplify the rest, then automate. Judge the result on how few humans touch a job.
• Self-service for every customer-facing team. Sales, support and field ops should be able to plan and change a job themselves, inside guardrails you set. Today too much of that work turns into a phone call to support who just relays it. You define what each team may do alone, where the limits sit, and what escalates.
• The job duration estimation model. How long a job takes drives crew utilisation, install cost, what we promise the customer and what we earn on the work. Own the model, the data behind it and its accuracy.
• Capacity. How many crews we need next month and next quarter, by region and by product, matched against the sales forecast. You bring that number to S&OP and you defend it.
• Partner rates and agreements. What we pay per job, what tier a partner sits in, what a better rate has to buy us. You run those conversations with the numbers in front of you, and you own the outcome on cost per install.

What you're measured on

Three outcomes sit above every functional KPI:

• Installations per crew per day. The single biggest lever on unit economics we have.
• Capacity utililisationPlan fill and reschedule rateplan stability. How full the scheduleplan is, and how much of it survivess contact with the day.
• Cost per installation. Rates, drive time, wasted slots, reschedules.

Who you are

• An engineer who happens to like operations. Scheduling here is a constraint problem, and you should be able to see it as one, argue about the objective function, and know what to do when the solver returns nothing.
• Also an operator. You will sit with planners, call a partner about their ability to scale for next quartera Thursday no-show, and stand in the standup at nine.
• A systems thinker. You see how a rule set in sales becomes a lost install on a Tuesday three weeks later, and you fix the rule.
• AI-native. You use AI daily, build your own tools rather than waiting for a roadmap slot, and assume most of this job can be done by software you write. That assumption is the job.
• Willing to set rules for departments you do not manage, and to hold them. Some of the work is telling other teams what they may no longer do.
• Direct and specific. You show the numbers behind a proposal before you ask anyone to back it.

Why Quatt?

• A salary between €80.000,- and €120.000,- annually
• 25 paid holiday leave days
• Free vegan/vegetarian lunch in the office daily
• Travel compensation of €0,23/km or an NS-business card
• Access to mental health platform OpenUp
• Informal culture with monthly drinks and office parties
• Yearly discount on Quatt-products
• Referral bonus of up to €2.000 when referring new colleagues
• Work in an international team with people from over 30 nationalities.