Sr Delivery Manager

NetDocuments•Lehi, UT

1d•$125,000 - $150,000•Hybrid

About The Position

NetDocuments is the world’s #1 trusted cloud-based content management and productivity platform that helps legal professionals do their best work. We strive to win together through passionate hard work, exploring new things and recognizing every interaction matters. NetDocuments provides rewarding career growth in an inclusive, diverse environment where employees are encouraged to openly contribute creative ideas and innovation, backed by supportive peers and leadership working together to achieve our goals as a unified team. At our core, we are dedicated to empowering our employees to drive successful business outcomes and better user experiences for our customers and partners. Our customer-centric approach and employee enablement has allowed us to enjoy many accolades, including being named among the 2022, 2023, & 2024 list of Inc. Magazine’s 5000 Fastest-Growing Private Companies in America. NetDocuments is a hybrid, remote-friendly workplace. Come join our team and work inspired each day!

Requirements

Bachelor’s degree in Computer Science, Engineering, Business, or a related field, or equivalent on-the-job experience.
4–6 years in delivery leadership and/or scrum master roles, including at least 2 years successfully managing program-level delivery or multiple interdependent teams.
Expert knowledge of modern, team-based and continuous-delivery practices, and how to apply them across multiple complex programs.
Strong systems thinking and expert dependency modeling across multiple teams.
Working understanding of how large-scale software systems are designed, built, tested, deployed, and delivered to customers.
Deep understanding of product strategy and customer outcomes, and how delivery capability connects to business value.
Proven ability to establish flow metrics and continuous-improvement systems that drive outcomes.
Demonstrated success facilitating cross-team coordination, building stakeholder relationships, and coaching less-experienced delivery practitioners.
Proficiency with ALM tooling (e.g., Azure DevOps) and with building dashboards and metrics that drive visibility and accountability.

Nice To Haves

Program-level delivery certifications, or equivalent expertise demonstrated through successful delivery leadership.
A track record measured in outcomes — using DORA and flow metrics such as lead time, deployment frequency, and change failure rate to drive measurable improvement.
Experience delivering cloud-based, enterprise SaaS, ideally in legal tech or another regulated, security-sensitive domain.
Familiarity with the Microsoft 365 ecosystem and how enterprise customers deploy integrations at scale.
A history of acting as a trusted advisor and single point of contact for senior stakeholders on complex, cross-team initiatives.
Fluency in servant leadership and a talent for building a culture of ownership and accountability for outcomes.

Responsibilities

Drive predictable, high-quality delivery across the engineering teams in our Intelligent Document Management System legion.
Partner with the teams building our next-generation web application that reimagines how legal and professional services teams work with their documents, and the Microsoft 365 integrations that bring NetDocuments directly into the tools they use every day.
Act as the connective tissue across multiple delivery teams: turning strategy into predictable delivery, modeling and clearing cross-team dependencies, building transparency through flow metrics and outcome reporting, and relentlessly improving how the organization plans, executes, and ships value to customers.
Bring deep expertise in modern, continuous-delivery practices, strong systems thinking, and the servant-leadership presence to guide teams and manage stakeholders at every level — from engineers to executives — while mentoring and developing other Delivery Managers.
Partner closely with peers across Engineering, Product, and Design to ensure cohesive, outcome-driven delivery of the platform that legal professionals trust.
Drive Outcomes, Not Just Output: Turn strategy into predictable delivery — operating across multiple delivery teams and balancing strategic initiatives with day-to-day execution to achieve real customer value.
Shift the focus from output to outcomes — establishing flow and delivery-health metrics (including DORA-style measures) that drive continuous improvement and clear ownership of results.
Give leadership a clear-eyed read — surfacing program health and team feedback as actionable recommendations, and connecting delivery decisions to product strategy and business value.
Clear the Path: Be the person who unblocks — identifying and removing impediments affecting your teams, escalating systemic issues with clear context, and building trust with engineering leadership to clear technical blockers.
Make teams self-sufficient — coaching them to resolve impediments autonomously and fostering a culture of proactive problem-finding.
Surface problems early and without blame — creating transparent ways to track impediments before they threaten delivery.
Master Dependencies & Commitments: See around corners on dependencies — modeling and sequencing them within and across teams before they stall delivery, and partnering with Product to minimize them and accelerate the delivering of customer value.
Own commitments end to end — tracking program-level commitments and initiatives with clear ownership and accountability.
Partner on the technical decisions that matter — while not making technical decisions directly, working with technical leads to coordinate discussions leading to architectural choices that affect how work is delivered.
Build Transparency & Trust: Make delivery health impossible to misread — creating communication and reporting that give stakeholders and leaders a trustworthy, real-time view of progress and expected value.
Navigate competing priorities — managing conflicting demands and stakeholder dynamics pragmatically while preserving team autonomy.
Build the relationships that move work forward — partnering closely with product and engineering and representing the delivery perspective in planning.
Raise the Delivery Bar: Bring modern delivery to your teams’ context — designing and adapting continuous-delivery practices, and championing small-batch delivery and fast feedback loops.
Grow the next layer of delivery talent — mentoring and developing other Delivery Managers, supporting hiring with strong candidate assessment, and championing an inclusive, diverse delivery function.
Spot and scale what works — leading program-level improvement initiatives and sharing proven practices across the delivery community.