Senior Manager, Technology Delivery Management

About the Role

The Senior Manager, Technology Delivery Management is a senior individual contributor and people leader responsible for the operational delivery execution of technology projects and programs across infrastructure and engineering organizations. This role owns the day-to-day delivery management function — coordinating cross-functional execution, operationalizing plans, ensuring workflow discipline, and providing execution visibility to leadership — for both formally governed portfolio programs and operationally driven BAU projects.

This role is distinct from Technical Program Management (TPM) or Portfolio Governance functions. While TPM owns program governance, stage gates, financial accountability, and executive reporting, Technology Delivery Management (TDM) owns the execution layer: how work actually gets planned, structured, tracked, and delivered day-to-day. The two functions are designed to operate in close partnership, with TDM supplying ground-level operational data that feeds TPM governance and leadership reporting.

A defining requirement of this role — and what distinguishes it from a generic program or project management function — is hands-on technical domain knowledge in the engineering disciplines being managed. TDMs cannot effectively coordinate delivery, assess change impact, sequence infrastructure dependencies, or engage credibly with engineers without a working understanding of the technology they are managing. Domain knowledge is not optional; it is foundational to the role's effectiveness.

What You'll Do

Program & Project Delivery Execution

• Lead end-to-end delivery execution for technology programs and projects, spanning both formally governed portfolio initiatives and BAU (business-as-usual) operational projects

• For portfolio programs: serve as the execution partner to the TPM or governance function — owning daily delivery coordination, milestone management, and execution health while TPM owns governance and reporting

• For BAU projects: own project delivery end-to-end, applying consistent delivery discipline without the full overhead of formal program governance

• Manage delivery scope, schedule, dependencies, and stakeholder alignment from initiation through formal project closure

• Apply agile, waterfall, or hybrid delivery methodologies as appropriate to the nature and risk profile of each initiative

Delivery Coordination & Implementation Management

• Coordinate cross-functional delivery activities across engineering, operations, vendors, and business stakeholders — including scheduling, sequencing, readiness confirmation, and execution tracking

• Lead implementation and cutover management: organize pre-implementation readiness reviews, manage stakeholder communication during execution windows, coordinate post-implementation validation, and confirm formal closure

• Facilitate real-time communication across globally distributed teams during implementation events, maintaining time zone alignment, status cadence, and escalation pathways

• Serve as the operational point of coordination during high-risk or complex change events, including infrastructure cutovers and technology refresh activities

Work Management & Delivery Workflow Discipline

• Own the creation, structure, and ongoing maintenance of project work in the team's work management system (e.g., Jira, Azure DevOps, or equivalent), including features, epics, stories, and tasks

• Establish and enforce consistent work structure standards across engineering teams, ensuring that project progress is always visible, accurate, and reportable

• Drive backlog health and Jira (or equivalent) hygiene as a continuous operational discipline across all active programs and projects

• In the absence of a dedicated Product Management function, partner with engineering leads to define and structure delivery work — translating technical plans into trackable, executable work items

Operational Cadence & Release Readiness

• Design and facilitate the right operational cadence for each program or project phase: daily standups, weekly status reviews, milestone checkpoints, and cross-team syncs calibrated to risk and delivery complexity

• Own operational readiness activities before go-live events: validate that support processes, escalation paths, monitoring, runbooks, and operations team acceptance are confirmed before implementation

• Manage post-release knowledge transfer and documentation to receiving operations or support teams, ensuring continuity of knowledge beyond the project team

• Facilitate retrospectives, lessons-learned sessions, and delivery health reviews to drive continuous improvement across programs

Dependency Management & Asset Coordination

• Identify, map, and track cross-functional dependencies across technology disciplines (infrastructure, networking, security, compute, storage, and business applications)

• For infrastructure change events: identify the business and technical owners of affected assets and systems, assess business impact of planned outages or disruptions, and coordinate approval windows before execution

• Maintain and communicate dependency resolution status throughout the delivery lifecycle, escalating unresolved blockers through appropriate governance channels

• Partner with vendor and third-party teams to track external dependencies and ensure timely delivery of external commitments

Planning, Cost Management & Financial Operations

• Contribute to quarterly, annual, and long-range technology planning cycles, ensuring engineering teams translate strategic roadmap intent into structured, resourced, executable plans

• Provide cost estimation for technology delivery initiatives, drawing on hands-on implementation experience across infrastructure, licensing, vendor services, and labor

• Manage asset lifecycle date information (procurement dates, end-of-service and end-of-life milestones) and surface this data to financial planning teams to inform refresh and investment decisions

• Own capacity and resource load planning for delivery teams — tracking current utilization, forecasting forward demand, and surfacing capacity constraints before they become delivery risks

• Manage procurement operational tasks including vendor quote coordination, purchase order submission and tracking, and budget actuals reporting; feed project spending data into portfolio management tools (TPM or finance teams retain budget accountability)

Execution Health Visibility & Reporting

• Provide leadership and governance partners with timely, accurate, and independently assessed execution health signals — including delivery status, risk posture, dependency health, and milestone adherence — across all active programs and projects

• Translate ground-level operational detail into structured executive-ready summaries and risk narratives that governance or portfolio teams can act on

• Maintain delivery dashboards, status reports, and program scorecards using portfolio management tools (e.g., Jira, Smartsheet, Clarity PPM, or equivalent)

• Proactively surface execution risks, blockers, and emerging issues to the appropriate decision-making audience before they escalate

Team Leadership & Organizational Development

• Lead, manage, and develop a team of Technology Delivery Managers and Delivery Operations Analysts, building individual capability and team performance

• Establish team operating norms, delivery standards, tooling governance, and performance expectations that drive consistency across the delivery management function

• Foster a culture of service, execution excellence, and continuous improvement — positioning the team as a trusted partner to engineering, not an additional governance layer

• Contribute to the ongoing definition, evolution, and maturation of the Technology Delivery Management function within the organization

Who You Are

Required

• Bachelor's degree in Information Technology, Computer Science, Engineering, Business, or a related field; or equivalent professional experience

• 8+ years of progressive experience in technology program management, delivery management, or technical project management, with at least 3 years in a senior or lead capacity

• Demonstrated experience managing delivery across both formally governed programs and operationally driven BAU or maintenance projects

• Demonstrable technical domain knowledge in one or more infrastructure engineering disciplines (e.g., network engineering, compute and server infrastructure, storage systems, data center operations, cloud infrastructure, or information security). This knowledge must be sufficient to understand technical dependencies, assess change impact, evaluate implementation risk, sequence execution activities, and engage credibly with engineers — without needing every technical detail explained

• Proven ability to lead cross-functional delivery teams across engineering, operations, security, and business stakeholder groups in a complex, matrixed environment

• Strong proficiency in work management and project delivery tooling (e.g., Jira, Confluence, Smartsheet, Azure DevOps, or equivalent)

• Experience with financial operations in a technology delivery context: cost estimation, budget tracking, vendor PO management, and resource capacity planning

• Demonstrated ability to translate operational execution detail into clear, concise communications for senior leadership and governance audiences

• Experience managing, mentoring, and developing a team

Preferred

• Experience with enterprise portfolio management tools (e.g., Clarity PPM, ServiceNow PPM, Planview, or equivalent) for delivery tracking and financial forecasting

• Familiarity with ITIL practices and IT change management governance (CAB, change request lifecycle)

• SAFe Agile, PMP, PMI-ACP, Scrum Master, or equivalent delivery certification

• Experience implementing or operating SAFe or other scaled agile frameworks in an infrastructure or technology operations context

• Experience in a large enterprise technology organization, particularly within an infrastructure, TechOps, or platform engineering domain

• Experience operating alongside or in close partnership with a centralized TPM, PMO, or portfolio governance organization