Delivery Manager

GO Project•Kansas City, MO

8d•Onsite

About The Position

The Delivery Manager makes commitments visible across CarePortal and makes them close. The role owns the operating discipline that connects strategy to delivery: documenting and communicating OKRs (which the VP of Product and Sr. Director of Engineering author), capturing and shepherding requirements for initiatives that lack an embedded Product Manager, running the operating ritual cadence, surfacing impediments and flow risk, and making tech-debt and capacity tradeoffs visible. This role exists because CarePortal runs initiatives at scale that do not yet have embedded Product Managers, and the operating discipline that connects strategy to delivery needs a clear owner. The Delivery Manager operates as a servant leader. Authority comes from clearing the path and shepherding work to closure, not from enforcing a top-down plan or auditing process compliance. Closure leverage comes from activating the VP of Product and Sr. Director of Engineering's authority and shepherding work through delivery, not from personal closing power. The role supports multiple cross-functional teams and serves as the day-to-day operating partner to the VP of Product and Sr. Director of Engineering. The role is measured by whether commitments close, whether engineers can act on the requirements that come in, and whether the operating system gets healthier over time. It is not measured by meeting volume, ticket count, or process compliance.

Requirements

At least 4 years of experience in a delivery, project, or program management role inside an engineering organization at a product company.
Working understanding of how software is designed, built, tested, and shipped, including the roles of product managers, designers, engineers, QA, and infrastructure.
Experience operating in Kanban, Scrum, or other Agile methods, with the maturity to adapt the method to the team rather than impose it.
Ability to capture clear, actionable requirements documentation from incoming stakeholders and engineering asks. This is documentation and shepherding work, not discovery or research.
Strong written communication. This role produces requirements documentation, OKR updates, retro outputs, and delivery reports that others act on.
Track record of removing impediments and resolving cross-team dependencies without escalating every time.

Nice To Haves

6+ years of delivery, project, or program management experience.
Experience supporting multiple cross-functional teams simultaneously.
Familiarity with Kanban flow metrics (WIP, cycle time, throughput, aging) and using them to coach team behavior.
Experience working with engineering-led initiatives (infrastructure, platform, AI, compliance, data) where there is no embedded Product Manager.
Comfort working across a maturing product organization that still has uneven role clarity and stakeholder habits.
Familiarity with healthcare, social-impact, or mission-driven SaaS environments.

Responsibilities

Own Objective and Key Results (OKR) operating discipline
Own the documentation and communication of quarterly OKRs across teams. OKR authorship stays with the VP of Product and Sr. Director of Engineering; everything around authorship, including clarity, visibility, tracking, and follow-through, is owned by this role.
Track quarterly OKR progress with monthly updates. Surface risks early. Escalate when commitments are at risk. Track key result progress and surface risk to OKR commitments. Keep the cross-team dependencies behind those key results visible.
Maintain a frequent, low-ceremony reporting cadence with the VP of Product, Sr. Director of Engineering, and Product Managers. Status visibility is proactive, not extracted.
Capture and shepherd requirements for initiatives without an embedded Product Manager
Receive and document requirements from quarterly initiatives and engineering-led work that lacks an embedded Product Manager. Translate incoming stakeholder and engineering asks into requirements engineers can act on. The asks come from elsewhere; the documentation, clarity, and execution discipline come from this role.
Shepherd requirements through delivery. Track what was committed, what shipped, and what slipped. Surface gaps before delivery is at risk. Problem framing for non-PM initiatives stays with the VP of Product. The Delivery Manager translates framing into documented requirements and may be asked to step in on problem framing when needed. Discovery work (user research, stakeholder interviews, opportunity framing) is not the default for this role and stays primarily with Product teams.
Run the operating ritual cadence. Run a predictable cadence of operating rituals across the teams supported: Daily standups and Kanban check-in: flow, WIP, blockers. Monthly delivery retro: with retro action capture, ownership, and close-through. Monthly QA analytics reporting: in partnership with the Quality / Enablement team. Monthly OKR updates (reactive): what changed, what is at risk, what closed. Quarterly OKR planning meetings (proactive): preparing the upcoming quarter's OKRs for clear documentation and communication. Ensure retro and OKR actions are captured, owned, and closed. Surface patterns across retros so improvements compound at the operating-system level. Keep ceremonies lean. When a meeting is needed, it is well-run and ends with clear next steps. When it is not needed, it does not happen.
Surface impediments, dependencies, and flow risk
Actively identify impediments early, work to resolve them, and escalate when needed. Support flow discipline by upholding Kanban board policies in partnership with the teams that own them. Watch WIP, cycle time, and aging work. Ask the recurring Kanban question: what is the most important thing for the system to finish next? Manage cross-team dependencies so the right hand-offs happen before they become blockers.
Surface tech-debt and package health as capacity inputs
Maintain visibility, in partnership with engineering leadership, into where technical debt is accumulating, which dependencies are aging, and which packages need attention. Engineering leadership defines what counts as debt and severity; this role surfaces and tracks it. Translate that visibility into capacity tradeoffs the VP of Product and engineering leads can act on. This role does not own tech-debt prioritization. It owns making the picture visible enough for the right people to decide well.