Senior Delivery Manager

Ncontracts

1d•$140,000 - $160,000•Hybrid

About The Position

We are seeking a highly experienced Senior Delivery Manager to work across multiple product verticals and accelerate how quickly and reliably those teams turn ideas into launched, adopted value. As a member of the Product Operations team, you own how the work flows — from ideation through definition and development to launch and early adoption — and you are accountable for the delivery flow and value-creation speed of the areas you cover, end to end. Your verticals are your primary focus, but as capacity and organizational needs allow, you will also lead or support broader departmental and cross-organizational initiatives that call for strong delivery management. This is a senior, self-directed role. You will work on complex delivery problems where the causes are not obvious and the answer requires an in-depth read of many interacting variables — team structure, dependency topology, decision latency, technical constraints, and market timing. You are expected to determine your own methods and approach on new territory, adapt established delivery practice to situations it was not designed for, and set the standard other teams follow rather than inherit one. You work in close partnership with Product and Engineering. Product owns what gets built and why — the problems worth solving and the outcomes that define success. Engineering owns how it gets built and the technical sequencing within build. You own the speed and reliability with which that value moves through the whole system — the commitments, the sequencing around build, risk and dependency management, and making delivery visible. Neither partnership is a handoff: you sit inside each vertical’s delivery rhythm rather than outside it, working alongside product managers to get work well-formed before it enters build and alongside engineering leaders to keep it moving once it does. You are trusted to drive change across the full lifecycle rather than only up to a boundary. This is a hands-on, influence-driven role. You lead through facilitation, coaching, and trust — earning alignment across Product, Engineering, Design, Marketing, Sales, and Customer Success, and driving the best from talented people to move work forward. You carry real business targets that can only be hit through teams you do not manage, and you will be the person leaders across the company come to when a commitment is at risk and the right call is contested. If you are energized by unblocking great teams and have a track record of making delivery measurably faster and more reliable, we want to hear from you.

Requirements

6+ years running delivery for software or product teams — as a Delivery Manager, Program Manager, Product Operations Manager, Launch Manager, or related role working with software delivery and go-to-market teams — with the depth of a practitioner who has seen delivery break in several different ways and knows why.
Experience owning delivery simultaneously across several teams or product lines that answer to different leaders and compete for the same resources — including the trade-off calls that come with it.
Experience mentoring or setting direction for other delivery practitioners, formally or informally.
A demonstrated track record of making teams measurably faster or more predictable, with the ability to speak to how — the specific changes you drove, not just the ceremonies you ran.
Fluency in modern delivery practice (Agile, Lean, flow/Kanban), with the judgment to apply the lightest approach that works rather than dogma — and the depth to adapt or invent an approach when the standard one doesn’t fit.
A systems thinker who sees the whole value stream — able to spot where flow breaks across functions and sequence work to keep it moving end to end.
Comfort operating without precedent: determining methods and procedures on new assignments and defining what “good” looks like where nothing has been defined.
Passion for leading teams that don’t report to you directly, earning trust quickly and driving the best from cross-functional partners.
Strong facilitation, coaching, prioritization, and diplomacy skills, including the ability to advise and persuade senior stakeholders outside your own function.
Comfort managing dependencies and risk across multiple teams, spanning Product, Engineering, and GTM.
Enough technical literacy to understand engineering trade-offs and what is actually slowing a team down.
Proven launch and go-to-market coordination — owning the full lifecycle from ideation through release and adoption, not launch alone.
A bias toward removing process — appropriately suspicious of ceremonies and reports that don’t earn their keep.
Ability to adapt to a fast-paced and changing environment, demonstrating flexibility and resilience.

Nice To Haves

Bachelor’s degree in a relevant field or equivalent professional experience.
Experience in B2B SaaS, and ideally Fintech, financial services, or another regulated-industry software environment.
Proficiency with project and work-management tools (e.g., Jira) and delivery-metrics reporting (e.g., Plandek).
Experience standing up or materially reshaping a delivery-management function, not only operating inside an established one.

Responsibilities

Own end-to-end delivery flow across your verticals. Map how work moves from discovery and definition through development to launch and early adoption. Find where it stalls, queues, or thrashes — decision latency, unclear requirements, unowned handoffs, cross-team waiting — and drive the changes that smooth it.
Run intake and definition readiness. Make sure work enters build well-formed: a single intake and requirements standard, clear acceptance criteria, sequenced and prioritized, so build starts clean and doesn’t stall waiting on decisions that should already have been made.
Improve predictability. Help your teams make commitments they can keep and keep the commitments they make. Build lightweight forecasting and planning practices the teams actually trust and use.
Manage dependencies and risk across areas. Surface cross-team and cross-vertical dependencies early, sequence work to avoid collisions, and clear blockers before they become delays — including the trade-offs that arise when the areas you cover compete for the same people, shared infrastructure, or release windows.
Partner closely with Engineering on execution. Work alongside engineering leadership on sequencing, capacity, and risk — bringing coordination and commitment discipline to the build stages without taking over technical decisions on how or when the work gets done.
Set delivery practice, don’t just follow it. Evaluate and adapt delivery methods to complex situations, determine the approach on new assignments where no precedent exists, and establish the practices and standards other teams adopt.
Coach better ways of working. Help Product, Engineering, Design, and GTM partners adopt more collaborative, efficient practices. Strip out ceremonies and handoffs that don’t earn their cost and introduce only the lightest practices that improve flow.
Facilitate delivery cadence. Ensure planning, review, and retrospective rhythms run effectively and stay focused on outcomes rather than ritual.
Own launch readiness and the go-to-market last mile. Partner with Product, Marketing, Sales, Enablement, and Customer Success so releases land with adoption, not just ship. Keep the launch team’s flow keeping pace, so faster upstream work doesn’t simply relocate the bottleneck to launch — while keeping the role’s focus across the full lifecycle, not launch alone.
Return capacity to PMs and engineering leads. Take ownership of the coordination and dependency work that product managers and engineering leads absorb ad hoc today — and rather than simply doing more of it, redesign it so most of it stops being necessary, freeing them for their own craft: the what/why and the build.
Raise the bar around you. Serve as the escalation point when delivery is at risk, and mentor others — delivery staff, PMs, engineering leads — in the practices that keep it from getting there. Advise senior leaders across the company on delivery trade-offs that reach beyond your own areas.
Make delivery health visible. Maintain a clear, honest, low-overhead view of delivery flow, predictability, throughput, blocked time, launch on-time rate, and early adoption signals that helps the teams improve and helps leadership see reality.
Lead through influence. Drive the best from teams that don’t report to you, building alignment across Product, Engineering, and supporting functions, and persuading senior stakeholders whose priorities don’t naturally align.
Take on broader initiatives. Beyond your primary verticals, lead or support departmental and cross-organizational projects as capacity and needs allow — bringing the same delivery discipline to initiatives that span teams.

Benefits

A fun, fast-paced work environment
Responsible PTO Plan that meets or exceeds state and local medical and family leave laws
11 paid holidays
Community and social events to keep you connected and engaged
Mental Health Benefits
Medical, Dental and Vision insurance
Company-paid Group Life Insurance, Short- and Long-Term Disability
Flexible Spending Account & Health Savings Account
Aflac Benefits – Critical Illness, Cancer Protection, & Hospital Choice
Pet Insurance
401 (k) with company match with eligibility on Day 1 of employment
2 Paid Volunteer Time Off Days