Senior Director Strategic Delivery
JOB SUMMARY:
The Senior Director, Strategic Delivery, is accountable for how One Call delivers its strategy — the operating model, the leadership bench, and the outcomes of the enterprise's most consequential initiatives. Reporting to the VP, Delivery Management, this role leads the delivery leadership layer — Directors and Principal Delivery Managers — and owns the delivery capability as an investment: its operating model, its multi-year capability strategy, its funding case, and its performance against enterprise strategic priorities. Where a Director of Delivery Management is accountable for the health of a managed portfolio and the growth of the delivery managers in it, this role is accountable for the design of the system those portfolios run inside, and for the delivery of the strategic portfolio itself — the Tier-1 initiatives on which the enterprise strategy depends.
You are a leader of delivery leaders — your success is measured by the strategic outcomes the enterprise realizes, the durability of the operating model you build, and the strength of the leadership bench you leave behind.
ESSENTIAL DUTIES & RESPONSIBILITIES:
A senior delivery leader accountable to:
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OWN the enterprise delivery operating model — how strategy becomes funded, sequenced, governed, and delivered work.
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DELIVER the strategic portfolio — the Tier-1 initiatives the enterprise strategy depends on.
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BUILD the delivery leadership bench — develop Directors and Principals, and own succession for the function.
Delivery Strategy & Operating Model – 25%
- Own the multi-year strategy for the delivery capability; define what the function must become to deliver the enterprise's ambition, and stage the path to get there.
- Design and evolve the enterprise delivery operating model — intake, funding, sequencing, governance, and value streams — so strategy converts to delivered outcomes without organizational friction.
- Set the standards the function operates to: PDLC practices, SDLC/Change Management controls, and delivery governance in a regulated environment; ensure governance enables rather than impedes flow.
- Own the structural decisions — organizational design, sourcing mix, and where delivery capability sits — and make the case for change when the current shape stops working.
Leadership of Delivery Leaders – 25%
- Directly manage Directors of Delivery Management and Principal Delivery Managers; own hiring, performance management, and development for the leadership layer.
- Coach leaders on leading — organizational judgement, executive credibility, talent decisions, and holding standards under pressure; build the capability to build capability.
- Own succession planning for the delivery function end to end; partner with the People team on leveling, compensation calibration, and the career ladder.
- Set the culture of the function — ownership, empiricism, and disciplined agile values applied in practice rather than cited.
- Resolve competing demands for delivery leadership across the enterprise; allocate scarce leadership capacity to optimize enterprise outcomes, not individual stakeholders.
Strategic Portfolio Accountability – 20%
- Own delivery accountability for the strategic portfolio — the Tier-1 initiatives tied directly to enterprise strategy — including outcomes, sequencing, and cross-initiative dependencies.
- Arbitrate between competing strategic priorities; make and defend the trade-off calls that individual portfolios cannot resolve.
- Own aggregate delivery health across the leadership layer — capacity, flow, risk posture, and milestone performance — and act on systemic patterns rather than reporting them.
- Partner with Product, Engineering, and Business leadership as the delivery voice in enterprise planning, prioritization, and investment forums.
- Lead delivery for enterprise-level events — M&A integration, platform transitions, and regulatory programs — where failure is not recoverable inside a single