Deputy Director, SRR Delivery Unit (Internal Employment Opportunity)

OSU Rec Sports - Sport. Leadership. Wellness.•Corvallis, OR

8d•$98,000 - $140,000

About The Position

The Office of the Provost is seeking a Deputy Director, SRR Delivery Unit. This is a full-time (1.00 FTE), 12-month, professional faculty position. Strategic Resource Renewal started in 2026, when OSU embarked on a university wide effort designed to ensure a clear path forward for students, employees, and the communities we serve. The Strategic Resource Renewal (SRR) Delivery Unit Deputy Director helps translate SRR priorities into sustained action across the university. Reporting to the Delivery Unit Director with a dotted line to the Deputy CFO, the Deputy Director ensures approved priorities become coordinated work plans, keeps milestones and decisions moving, and gives leaders an accurate view of progress, risks, dependencies, and support needed. The Deputy Director is the principal operating liaison among Delivery Unit leaders, workstream sponsors and leads, and project owners. The role applies sound business judgment to identify obstacles and dependencies, brings people together to resolve them, and elevates decisions when needed. The Deputy Director leads and develops Delivery Unit staff, integrates organizational change management and communications into implementation planning, and helps build OSU’s capacity to sustain SRR work over time.

Requirements

Bachelor’s degree in business, public administration, higher education administration, organizational development, or a related field, or an equivalent combination of education and relevant experience.
Demonstrated experience managing a complex project portfolio, including cross-functional initiatives.
Three years' experience directing or providing lead work to project managers, change management staff, or other matrixed contributors.
Business acumen and ability to interpret business plans, resource constraints, and qualitative and quantitative performance information to identify risks and recommend practical action.
Ability to build productive relationships with senior leaders and operational teams, facilitate decisions, resolve obstacles, and escalate sensitive issues with sound judgment.
Excellent written and verbal communication skills, including the ability to turn complex information into clear recommendations and follow-up actions.
Demonstrated commitment to inclusive excellence, and effective work with people across varied roles and perspectives.

Nice To Haves

Advanced degree in business, public administration, higher education administration, organizational development, or a related field.
Experience in higher education or another complex, decentralized organization, including enterprise transformation, operating model change, or financial and operational improvement.
Five or more years of progressively responsible experience in leading complex programs or portfolios, including supervision or direction of multidisciplinary teams.
Experience with resource planning, executive-level reporting, and organizational change and adoption practices.
Project or program management or change management certification.

Responsibilities

Leads day-to-day Delivery Unit operations and execution cadence.
Supports the transition from Phase II planning to Phase III implementation while working toward an integrated and fully OSU-led execution model.
Coordinates workstream progress, surfaces risks, and drives follow-up on actions with appropriate people.
Supports Workstream Leads and Project Owners to unblock issues and maintain momentum.
Help translate strategic direction into a coherent sequence of implementation activities across workstreams, recognizing competing demands on people and resources.
Identify where plans are disconnected, duplicative, or unlikely to achieve their intended operational impact, and bring practical options to the appropriate leaders.
Maintain a consistent rhythm of engagement with workstream sponsors, leads, and project owners to keep agreed actions moving.
Anticipate obstacles, dependencies, and capacity constraints; convene the people needed to resolve them; and help owners develop workable responses.
When an issue requires a decision beyond the Deputy Director’s authority, elevate it promptly with the context, options, and recommended path forward.
Follow through on decisions and recovery actions so issues do not stall implementation.
Formally supervise five project managers and one organizational change management and communications lead and coordinate the work of the second OM/communications position.
Set priorities and staff assignments; coach team members, provide feedback, and develop their ability to work effectively with sponsors and campus partners.
Ensure change management principles inform project planning from the outset, including stakeholder engagement, communications, readiness, adoption, and the transition to ongoing operations.
Promote a collaborative approach and consistent quality across the team.
Give DU Leaders, executive sponsors, workstream sponsors and leads, and the SRR steering committee a clear view of progress, emerging risks, interdependencies, decisions needed, and implementation readiness.
Use appropriate plans and measures to test whether work is advancing and to prompt timely course corrections, including preparation for Level 3 reviews when applicable.
Communicate candidly about obstacles and progress without placing unnecessary reporting demands on workstream teams.
Refine Delivery Unit ways of working based on experience; coach OSU staff in practices that help them manage complex initiatives; and support the transfer of knowledge, tools, and relationships needed for OSU-led implementation over time.