Systems Engineer - Project Engineer VI

About the role

This role provides senior technical direction and programmatic oversight for large, multi-phase defense and aerospace programs. The individual leads system architecture, integration, and verification strategies in alignment with mission and contractual objectives. They represent engineering leadership at the enterprise level while mentoring teams and driving process improvement.

Software engineers turn product ideas into working code. Engineers work in small teams, review each other's work, and ship in small batches. Most teams follow agile practices such as sprints and daily standups. Engineers also write tests, fix bugs, and improve performance. The field values clear communication as much as technical skill. Engineers spend part of every week on planning, code review, and debugging, not just writing new code. The ability to explain a technical decision in plain words separates strong engineers from the rest.

Key facts

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Location: Folsom

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Engagement: Full-time.

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Compensation: $180,000 to $240,000.

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Team: Project engineering and systems engineering teams.

• Years: 15+, 13+, 19+.
• Visa: Must be able to obtain and maintain a U.S. security clearance.
• Degree: Bachelor's degree in project engineering, aerospace engineering, or related STEM field with 15 years of experience in project engineering OR Master's degree in project engineering or related STEM field with 13 years of experience OR 19 years of experience in project engineering in lieu of a degree OR High School Diploma or Equivalent.

Requirements

Must have or be able to obtain and maintain an active DoD Secret Clearance. Demonstrated success leading large-scale, multi-disciplinary engineering projects through the full lifecycle - from concept development through verification, qualification, and delivery.

Proven ability to develop and execute technical strategies aligned with business and program objectives. Exceptional leadership, influencing, and mentoring abilities across engineering, program management, and customer teams. Strong technical depth and judgment to guide architecture-level decisions and complex trade studies.

Proactive, strategic thinker with a continuous improvement mindset and commitment to technical excellence and mission success. Advanced knowledge of DoD acquisition frameworks, contract structures, and customer interface management. Experience managing large-scale DoD or MDA programs, including complex system integration and verification activities. Demonstrated success as a Control Account Manager and technical lead under EVMS-compliant contracts.

Deep understanding of DoD acquisition lifecycle and MIL-STD systems engineering processes. Experience overseeing major subcontractors, suppliers, and multi-disciplinary engineering teams. Background in propulsion systems, flight vehicle integration, or complex electro-mechanical systems preferred. Prior experience leading customer engagements, proposal efforts, and engineering process improvement initiatives.

Practical notes

Typical interview steps

Hiring for engineering roles usually starts with a recruiter screen, followed by one or two technical rounds. Candidates often solve a coding problem, discuss past projects, and answer system design questions. Some loops include a take-home task. Final rounds typically cover team fit and give candidates a chance to ask questions. Interviewers look for how you break down an unfamiliar problem, not just whether you reach the answer. Practicing a few problems aloud and reviewing your own past projects are the best preparation.

Good to know

The role focuses on systems engineering and program leadership in defense and aerospace contexts. Success requires mastery of model-based engineering, configuration control, and risk-based approaches. The position engages executive and customer audiences and drives process improvement at enterprise scale. Tools commonly include engineering management and project planning platforms.

Career growth

Engineering careers usually progress from individual contributor to senior, staff, and principal levels. Some engineers move into management and lead teams of five to twenty people. Others stay on the technical track. Growth follows demonstrated impact, not tenure alone. A typical engineering ladder has clear levels with defined expectations for scope, quality, and mentorship. Moving up usually requires owning outcomes end to end rather than completing assigned tickets.