Director of Project Delivery

Revelation Pharma LLC

11h•Hybrid

About The Position

Revelation Pharma is hiring a Head of Project Delivery to own execution across its technology organization. Reporting to and working alongside the CTO, this role brings structure, accountability, and momentum to how technology work gets prioritized, delivered, and communicated. This is not a facilitation or coordination role. The Head of Project Delivery owns outcomes — shaping priorities, driving decisions, and holding teams accountable. The role requires judgment, influence, and a willingness to push back when priorities are unclear or commitments are unrealistic. The technology organization has grown significantly over the past year after operating as a small team for most of the company's history, and this role is central to shaping how it delivers at the new scale. This is a hybrid role with semi-regular in-office meetings at our Kennesaw, GA office; candidates must live within driving distance.

Requirements

10+ years in technical program management, delivery leadership, or PMO leadership within a technology organization, with significant time at a senior level
Demonstrated success bringing order to multi-team, multi-stakeholder delivery environments
Track record of shaping priorities and outcomes, not just tracking them
Strong written communication, particularly the ability to distill complex work into clear executive updates
Comfort holding senior peers and cross-functional teams accountable while keeping relationships intact
A senior operator with enough technical fluency to follow engineering work and ask substantive questions — someone who has worked closely with engineers, not an engineer moving laterally into delivery
Sound judgment about when to add structure and when to let teams operate autonomously

Nice To Haves

Experience supporting a CTO, CIO, or equivalent executive is a strong plus

Responsibilities

Establish a single, transparent process for how new work enters the technology organization
Partner with executive stakeholders to sequence work against business priorities, and surface trade-offs that need explicit decisions
Ensure every committed initiative has a defined owner, scope, and target outcome before work begins
Maintain a real-time view of active work across engineering, implementation, IT, solutions design, and other technology functions
Identify stalls, remove blockers, and drive the decisions required to keep work moving
Hold teams accountable to commitments and surface risks early, with recommended paths forward
Establish operating rhythms that keep delivery on pace without adding unnecessary ceremony
Produce regular, concise updates that show the executive team what technology is delivering and why, translating technical detail into clear business terms
Flag decisions that need leadership attention, with enough context for a quick call
Own the source-of-truth view of active technology initiatives, status, and timelines
Represent the technology organization in cross-functional forums
Identify patterns, risks, and opportunities that are hard to see from any single team