Sr Director of Customer Engagement and Delivery

Govcio LLC•UNAVAILABLE, UNAVAILABLE

5d•Remote

About The Position

GovCIO is seeking a senior Director of Customer Engagement and Delivery to bring process discipline, strong customer relationships, and rigorous quality assurance to all task delivery lines (TDLs) supporting PEO C2IN under the Maverick program. Reporting to the Sector Deputy and Growth Lead, this leader owns how the work is managed, how it is delivered to the customer, and how its quality is assured, working in close partnership with the program’s Chief Engineer, who owns technical and engineering direction. The immediate mission is to stabilize and standardize delivery: install repeatable program processes, rebuild a trust-based relationship with the customer, and stand up the quality controls that ensure every deliverable meets standards for timeliness, quality, and rigor. Over time, the role converts that delivery excellence and customer intimacy into competitive advantage, strengthening our past performance and positioning GovCIO to win the Maverick recompete and expand across the sector pipeline.

Requirements

Bachelor’s degree in a relevant field.
[12]+ years leading complex DoD or federal IT programs, including [5]+ years in program or delivery management, PMO, or operations leadership.
Active Secret clearance
Demonstrated success standing up or reforming program processes, quality systems, and delivery governance on a complex, multi-workstream program.

Nice To Haves

Master’s degree preferred.

Responsibilities

Standardize program and delivery processes. Define and institutionalize repeatable processes, governance, templates, and review cadences across all PEO C2IN TDLs, replacing inconsistent, task-by-task approaches with a common, defensible operating model.
Institute work-product governance. Implement formal review, approval, and sign-off workflows. Ensure design reviews, test plans, and key deliverables are documented, configuration-managed, and formally accepted by the customer, eliminating reliance on verbal-only approvals.
Make the automated program management workflow the system of record. Drive adoption of the sector’s automated program management workflow for work-product tracking, digital sign-off, and at-a-glance status visibility across the contract. Ensure deliverables and all RIPs/TARs are tracked so bottlenecks are visible and cleared.
Drive risk and escalation discipline. Establish clear risk-management and escalation paths so issues are surfaced to program and sector leadership early rather than absorbed at the task level.
Build delivery discipline across task leads. Coach and align task leads on consistent program management and delivery practices, raising the predictability and maturity of the portfolio.
Own the customer relationship. Serve as a primary, trusted point of contact for GSA AAS and PEO C2IN, rebuilding confidence and actively managing customer satisfaction across the TDLs.
Engage collaboratively. Lead with resolution and win-win outcomes, partnering with the customer to scope requirements clearly and resolve issues constructively rather than defensively.
Establish a disciplined operating rhythm. Run regular program reviews and status touchpoints that give the customer clear visibility and drive formal acceptance of work products.
Manage award-fee and CPARS posture. Own the documentation, evidence, and engagement that support strong award-fee outcomes and past-performance ratings.
Stand up and own the quality gate. Implement a quality-assurance process so every work product is reviewed for timeliness, quality, and technical rigor before it reaches the Government.
Define quality standards and metrics. Establish meaningful quality, schedule, delivery, and customer-satisfaction metrics, and report status and continuous improvement to sector leadership.
Ensure compliance. Verify that deliverables meet contractual, security, and compliance requirements through the QA process, in coordination with the Chief Engineer.
Drive continuous improvement. Use root-cause analysis and lessons learned to prevent recurrence of quality and delivery issues across the portfolio.
Convert delivery into competitive advantage. Build the strong past performance, award-fee record, and customer references that protect the Maverick recompete and differentiate GovCIO on new bids.
Support capture and proposals. Partner with business development, capture, and the Chief Engineer to develop winning management approaches, transition and staffing plans, and process-maturity discriminators for the recompete and new pursuits.
Identify growth through the customer relationship. Surface and shape organic expansion opportunities within existing PEO C2IN task lines and with current customers.
Inform sector strategy. Advise the Sector Deputy and Growth Lead on delivery capability, customer health, and differentiation across the portfolio.