Research Computing and Computational Sciences, Group Manager

People Development and Culture Building

Recruit, develop, mentor, and retain a high-caliber computational science and research computing staff. Identify and grow the next generation of technical leaders within the group.

Reinforce the division's operating culture, values, and norms around scientific rigor, collaboration, psychological safety, inclusion, and accountability at the group level. Set the day-to-day tone for how the group works together.

Create an environment where researchers and engineers are supported, developed, and enabled to do their best work. Manage performance, allocate staff and resources across the group's infrastructure and methodology portfolio, and make sound personnel and investment decisions.

Foster a strong safety and security culture appropriate to a laboratory handling scientific data and computing infrastructure in a national security and radiological research environment, and ensure compliance with relevant cybersecurity, quality, and security requirements.

Science and Infrastructure Stewardship and Execution

Work with the ESE Division Director to understand the strategic direction and mission priorities of the division and SEI, and translate that direction into the group's technical portfolio and resource allocation.

Steward the technical quality, rigor, and reputation of the group's work across both research computing infrastructure and digital twins, modeling and simulation. Serve as a credible technical voice to sponsors, peers, and the external research community.

Co-own, with OCIO leadership, the direction and operation of research computing infrastructure, ensuring that platforms and scientific data systems are shaped first by the needs of the science they serve, while OCIO's infrastructure expertise, security discipline, and operational scale are fully leveraged.

Ensure core modeling, simulation, and AI/ML methodologies remain technically rigorous and reusable as a shared foundation, even as they are configured and extended by individual application areas for their own scientific needs.

Identify high-value computational science opportunities that align with DOE mission needs, SRNL strategic priorities, and the group's distinctive capabilities. Bring those opportunities forward to inform division and directorate strategy.

Ensure the group has the computing platforms, tools, talent, and partnerships needed to execute its missions effectively and on time, and that capability investments are sequenced against where the science is headed rather than where it has been.

External and Cross-Organizational Partnership

Cultivate and steward the group's central partnership with OCIO, working through shared decisions collaboratively and escalating to joint leadership review when agreement isn't reached, rather than resolving disagreements unilaterally.

Embed staff directly into application-area teams — fusion, grid, separations, and others as they emerge — so that digital twin, modeling, and simulation capabilities are shaped by real scientific problems as they are built, not developed in isolation and handed off afterward.

Cultivate and steward strategic partnerships outside the Department of Energy — industry engagement, university collaborations, and national laboratory partnerships — that strengthen the group's technical capabilities and expand its funding base and impact.

Advance SRNL's standing and visibility in research computing and computational science through publications, presentations, professional leadership, and strategic external relationships.

Support the Division Director and Directorate in engaging DOE program offices relevant to the group's domains, and translate those relationships into a healthy, diversified project portfolio.

Operational Excellence and Business Performance

Manage the group's budget, financial performance, and infrastructure needs, including capital planning for computing platforms. Ensure delivery of high-quality work products on scope, on schedule, and on budget.

Establish group-level metrics, reporting cadences, and accountability structures. Track and communicate progress to the Division Director.

Work within the SRNL matrix structure to ensure alignment between group capabilities and program priorities; surface challenges and opportunities that should inform division and directorate strategic planning.