Portfolio Planner

Thanks for your interest in Oklo! We are searching for a Portfolio Planner to join our team.

We are seeking a strategic, analytical, and systems-minded Portfolio Planner to translate Oklo's project portfolio into an integrated organizational resource and staffing plan. This role will establish and govern a common coding structure across project schedules, connect project milestones and phases to department-specific workload requirements, and develop repeatable demand models that account for project type, scale, complexity, maturity, and other relevant proxy metrics. The Portfolio Planner will work with project teams and department leaders to convert the portfolio roadmap into forward-looking capacity requirements, identify resource constraints, and inform the timing and mix of internal hiring, redeployment, and external support. The role will maintain a portfolio-wide view while Project Schedulers remain accountable for detailed project-level schedule development and status.

Over time, this role will help develop management accounting frameworks that improve visibility into internal resource utilization, total project cost, and the value created by internal teams. This work will support operating decisions, capital planning, project benchmarking, and increasingly rigorous internal and externally funded project reporting.

This role will partner closely with Project Budgeting and Controls, project teams, functional leaders, Finance, Accounting, and People Operations. The role reports into the Sr. Director of Project Budgeting and Controls.

• Portfolio Schedule Architecture and Coding: Design, implement, and govern a common portfolio schedule coding structure, including project, phase, workstream, department, resource, milestone, and other attributes required to aggregate schedules consistently across Oklo.

• Resource Demand Methodology: Develop scalable workload requirements by department, project phase, and project archetype. Establish and continuously improve proxy-based demand curves using factors such as project type, total project value, design maturity, regulatory pathway, execution strategy, complexity, and delivery stage.

• Portfolio Capacity and Headcount Planning: Translate the portfolio schedule and demand curves into rolling resource plans by department, role, capability, location, and time period. Compare demand against available capacity and identify hiring, redeployment, succession, and external-support needs.

• Scenario and Constraint Analysis: Model portfolio sequencing, acceleration, delay, and prioritization scenarios to show the effect on staffing demand, constrained capabilities, project milestones, cost, and organizational readiness. Recommend practical tradeoffs and mitigation actions.

• Integrated Operating Plan: Build and maintain a portfolio-level operating plan that connects project milestones, workload demand, approved headcount, hiring lead times, and functional commitments. Establish recurring planning cadences with project and department leaders.

• Management Accounting and Value Frameworks: Partner with Finance and Accounting to develop increasingly robust frameworks for understanding internal resource deployment, total project costs, eligible cost treatment, and internal value contribution while respecting accounting policy ownership and project-funding requirements.

• Data Governance and Systems: Define data ownership, update frequency, quality checks, and change controls for portfolio planning inputs. Improve the connection among scheduling, project controls, financial, workforce, and reporting systems to create a trusted planning dataset.

• Portfolio