Manager, Delivery Manager

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As a Delivery Manager, you hold program-level execution accountable on a day-to-day basis within Deloitte's Product Engineering organization, one or more product teams operating against a shared set of intents. Delivery in this organization operates inside an intent-driven development model with three concurrent layers — governance, execution, and learning — that run simultaneously. Execution advances in evidence-gated dashes, not sprints. The activities that used to define this role — status compilation, schedule maintenance, risk-log upkeep, and ceremony documentation — are increasingly AI-assisted. What remains, and grows, is the judgment work: cross-team coordination on initiatives larger than a single product team can self-coordinate, stakeholder alignment, dependency management, and the operational discipline that keeps evidence-gated delivery.

Program-level coordination for one significant initiative or a set of related programs. Ensure dashes start when slices are ready and end when deployed evidence confirms the intended behavior shifted. Day-to-day stakeholder orchestration with internal Deloitte stakeholders at the program level, including reconciliation of AI-drafted artifacts when stakeholders arrive with their own briefs. Drive cost-efficient adoption of LLM, agentic AI, and cloud platforms through effective governance, FinOps practices, and consumption optimization. Operational integrity of the evidence-gated cycle in your scope: proof signals being read, harm watches honored and exit gates respected before slices expand.

Outcome-Driven Leadership: Deliver the right customer and business outcomes by engaging product teams on structure, skills, leverage models, and measurement. Scope dashes against ready slices and observable evidence, so work advances when deployed evidence confirms the behavior shifted — not at a sprint boundary. Delivery Leadership and Advocacy: Champion fit-for-context delivery methodologies and work with Product Managers to drive priorities and execution. Form skilled teams, remove roadblocks, and set cadence to the rhythm the program needs. Surface coordination friction before it becomes a blocker, escalating to the Delivery Leader when it exceeds your authority. Craft Mastery: Foster delivery excellence through quality processes, program value delivery, and team growth — coaching junior professionals via pairing, observation, and feedback. Experiment with new tools like GenAI and support the AI Workflow Orchestrator on your program, knowing which workflows are AI-driven and how exceptions route. Spread knowledge through community sessions. Communication: Inspire and influence stakeholders, serving as the contact for value achievement across product engineering teams. Communicate status accurately on the cadence the program needs. Hold the room when stakeholders disagree: surface trade-offs, recommend a path, drive to decision. Facilitate co-creation workshops. Cross-Functional Collaboration: Work as a connected member of the program alongside the triad ensemble (Product, Engineering and Experience) and cross functional groups. Maintain a live picture of dependencies across the product teams and platform services you touch. Manage conflict, foster collaboration, and enable cross-skilling. Discovery & Delivery Proficiency: Apply deep SDLC