Agile Delivery Manager

Group Voyagers•Remote, US,

2d•$138,500 - $150,500•Remote

About The Position

The Agile Delivery Manager (ADM) is accountable for delivering business value across one or more agile teams, specifically in support of the organization’s digital transformation. Acting as a servant leader and connector between strategic intent and operational execution, the ADM sits at the bridge point between the product/feature layer (Product Owners, Business Analysts, Business Owners) and the delivery layer (Engineering Managers, Developers, QA, and the Scrum Masters who own team-level performance). The ADM ensures that delivery aligns with product roadmaps, value streams, and enterprise priorities. This role is not about managing tasks—it’s about enabling flow, clarity, and measurable outcomes that advance the organization’s customer and business goals. The ADM owns the health and predictability of the Program Increment (PI): making sure it is planned well, tracked honestly, and delivered against — while escalating risks and dependencies before they become blockers.

Requirements

7–10+ years of delivery or program leadership within Agile, SAFe, or Hybrid organizations.
Proven experience leading cross-functional agile teams simultaneously, including PI level and program level coordination.
Deep understanding of SAFe, Scrum, and Kanban; familiarity with product funding and value stream mapping.
Experiencing operating alongside Program Managers and Product Owner roles in a mixed methodology environment (Agile, Hybrid and Waterfall running concurrently)
Strong business acumen with ability to connect technical work to customer outcomes.
Value-driven leadership — focuses on outcomes and benefits, not outputs
Servant leadership & empowerment — removes blockers and builds team ownership
Systems thinking — connects delivery flow to enterprise strategy
Transparency & trust-building — promotes open, data-informed decision making
Risk fluency – surfaces and escalates issues early rather than absorbing them silently
Located and authorized to work in the United States or Canada without current or future sponsorship

Nice To Haves

Certifications: SAFe RTE or SPC, PMI-ACP, CSM, or equivalent.
Bachelor’s degree in a related field i.e. Business or Project Management; or five to seven years’ related experience and/or training; or equivalent combination of education and experience.

Responsibilities

Consistently leveraging lean and agile practices to achieve outcomes, not just complete output.
Orchestrate planning and coordination activities across multiple teams, including PI Planning, Scrum of Scrums and cross-team synchronization, and protecting the teams against interference and over commitment, to sustain focus and health velocity.
Advise Product Owners and Business Analysts in backlog management and sequencing to ensure clear cross-team prioritization.
Monitor flow and delivery health metrics (predictability, throughput, cycle time, PI objective achievement) and share them with teams to celebrate progress and surface improvement opportunities
Use performance and progress data to increase transparency and predictability in meeting commitments to the business.
Facilitate the adoption and evolution of agile practices to continuously improve how the organization produces high quality and high value outcomes.
Align teams with strategic goals through transparent sequencing of work, clear identification of cross-team dependencies; own the identification, tracking, and mitigation of delivery risks and issues, ensuring timely resolution or escalation.
Facilitate scaled/cross-team agile events (e.g., PI Planning, System Demo, Inspect & Adapt, Scrum of Scrums) so they are productive and time-boxed, setting a consistent standard of effectiveness across teams. Team-level ceremonies remain owned by Scrum Masters. Ensure delivery standards and definitions of done are applied consistently across the teams.
Coach Scrum Masters, Business Owners, Product Owners and Business Analysts to communicated in terms of value delivered rather than requirement fulfillment.
Guide continuous improvement through retrospectives, delivery health checks, and root-cause analysis at the multi-team and PI Levels
Build agile maturity through mentoring, modeling psychological safety, and reenforcing learning cycles.
Translate delivery progress into business impact, reporting what value was realized, not just completed.
Own upward and outward communication of delivery status, risks, and PI outcomes to executives, business owners, the Governance & Transformation Lead, and technology leadership.
Ensure the “voice of delivery” is represented in strategic planning and portfolio discussions.