Delivery Manager

About the Company

About the Role

Responsibilities

• ● Multi-pod Scrum and Agile delivery management
• ● Manage approximately 6 to 10 active Scrum teams or delivery pods in parallel, with the ability to scale the operating cadence as the PBU grows.
• ● Ensure effective sprint planning, backlog refinement, daily Scrum, reviews, retrospectives, and Scrum of Scrums without creating unnecessary ceremony.
• ● Ensure every pod has a clear sprint goal, ready backlog, acceptance criteria, realistic capacity plan, visible dependencies, and agreed Definition of Ready and Definition of Done.
• ● Monitor and improve commitment reliability, cycle time, lead time, throughput, scope churn, spillover, defect leakage, escaped defects, and release predictability.
• ● Improve velocity and flow sustainably without compromising quality or using story points as an individual productivity measure.
• ● Coach teams toward self-organisation while holding teams and leaders accountable for agreed process and delivery standards.
• ● Identify recurring blockers, late requirements, delayed QA, weak Jira hygiene, and process failures, and drive root-cause corrective action.
• ● Integrated delivery and portfolio planning
• ● Maintain one consolidated delivery plan across product roadmap, customer projects and customisations, technical debt, innovation, compliance, production incidents, and L3 support.
• ● Translate PBU priorities into executable milestones, pod plans, owners, dependencies, and resource requirements.
• ● Maintain visibility of planned versus actual progress, delivery confidence, critical path, scope changes, customer commitments, and roadmap displacement.
• ● Ensure customer-specific work does not silently displace roadmap commitments without an explicit business decision.
• ● Classify work as reusable product capability, hybrid product/customer work, or customer-specific customisation to support the right product and commercial decision.
• ● Support quarterly planning, monthly operating reviews, and major reprioritisation decisions with clear options and impacts.
• ● Maintain decision logs for material scope, priority, resource, budget, and date changes.
• ● Resource loading and capacity management
• ● Maintain a current capacity and allocation view across Product, Engineering, QA, Architecture, DevOps, Design, Implementation, and Support.
• ● Identify overload, underutilisation, shared-resource conflicts, skill bottlenecks, and single points of failure before they affect delivery.
• ● Recommend pod composition based on work requirements, available skills, and delivery risk.
• ● Present practical trade-off options when capacity is insufficient, including scope reduction, phased delivery, resequencing, date revision, temporary reallocation, hiring, or contracting.
• ● Prevent teams from accepting commitments without validated scope, dependencies, and confirmed capacity.
• ● Track planned versus actual utilisation and explain material variance.
• ● Delivery accountability and stakeholder leadership
• ● Act as the operating owner for PBU delivery and ensure commitments are converted into clear plans, owners, dates, and closure.
• ● Hold Product Managers, Engineering Managers, QA Leads, Architects, and other stakeholders accountable for agreed actions and standards.
• ● Conduct difficult delivery conversations when scope, dates, quality, resource availability, or process discipline are at risk.
• ● Challenge unrealistic commitments, incomplete requirements, unsupported dates, and unapproved customer promises with facts and alternatives.
• ● Escalate unresolved issues to Engineering Heads, the PBU Head, or leadership with impact, options, recommendation, and decision required.
• ● Maintain a visible and credible presence across the PBU; this role must not operate as a passive coordinator or status chaser.
• ● Financial and commercial governance
• ● Work with Finance and PBU leadership to track planned versus actual effort, budget consumption, forecast to complete, vendor or contractor cost, rework, and support cost.
• ● Maintain operational cost visibility for major roadmap initiatives and customer projects.
• ● Support customer-project margin and cost-to-value discussions by providing reliable delivery, effort, and forecast data.
• ● Identify material variance early and recommend corrective action.
• ● Ensure scope changes are reflected in effort, schedule, resource, and commercial discussions.
• ● Distinguish clearly between effort, cost, budget, billing, revenue, and margin. Formal accounting remains with Finance; this role owns the reliability of delivery inputs.
• ● Quality, release, and production governance
• ● Create and maintain PBU-level release-readiness criteria covering functional completion, regression, integration, security, performance, open defects, rollback, monitoring, and support readiness.
• ● Facilitate go/no-go discussions and provide a clear delivery recommendation based on risk and evidence.

Requirements

• ● 6+ years across software delivery, program management, project management, Agile delivery, product operations, or engineering operations.
• ● At least 5 years managing Agile software delivery teams, including demonstrated responsibility for multiple teams or workstreams in parallel.
• ● Experience managing at least 4 teams directly; experience with 6 or more parallel squads or pods is strongly preferred.
• ● Demonstrated experience in integrated delivery planning, resource loading, capacity management, risk and dependency management, and release governance.
• ● Experience challenging senior stakeholders and influencing Product, Engineering, QA, and customer-facing teams without direct reporting authority.
• ● Working knowledge of budgeting, planned-versus-actual effort, forecast variance, vendor cost, and project financial health.
• ● Strong Jira, Confluence, dashboarding, and executive reporting capability.
• ● Good understanding of software development, APIs, environments, CI/CD, testing, production support, and release management.
• ● Ability to create structure where information, ownership, and processes are fragmented.
• ● Strong written and verbal communication, with the ability to present clearly to Engineering Heads, PBU Heads, and senior leadership.
• ● Enterprise SaaS, B2B software, e-commerce, supply chain, OMS, WMS, logistics, or fulfilment domain exposure.
• ● Experience with OMS, order orchestration, e-commerce, marketplace integrations, order lifecycle management, or omnichannel fulfilment is preferred.
• ● Experience with customer implementations, product customisation, and roadmap-versus-customer trade-offs.
• ● Experience managing 30 or more people across virtual or cross-functional pods.
• ● Experience with L3 support, production incidents, RCAs, and operational service levels.
• ● Exposure to ISO, GDPR, SOC 2, information security, or customer audit controls.
• ● Experience using Power BI, Jira Plans, Advanced Roadmaps, Aha , or other portfolio-management tools.
• ● Experience with AI-enabled delivery, workflow automation, or reporting automation.
• ● CSM, PSM, SAFe, PMP, PRINCE2, or equivalent certification.
• ● Managers at Anchanto are expected to operate with high ownership, solve problems rather than escalate confusion, use systems and data over opinions, communicate clearly and directly, challenge constructively, build trust through reliability, improve processes continuously, collaborate without bureaucracy, and act with urgency and accountability.
• ● A ceremony-only Scrum Master role.
• ● A Jira administrator or meeting coordinator.
• ● A passive follow-up or status-chasing role.
• ● A PMO reporting role that presents problems without recommendations.
• ● A substitute Product Manager, Engineering Manager, Finance partner, or Compliance specialist.
• ● A role that accepts every stakeholder commitment without validating scope, capacity, quality, and commercial impact.
• ● Multi-pod delivery predictability
• ● Commitment reliability, milestone adherence, and delivery confidence across parallel pods
• ● Cycle time, lead time, throughput, ageing work, and spillover trends
• ● Quality and release health
• ● Defect leakage, escaped defects, release failures, production incidents, and RCA closure
• ● Capacity effectiveness
• ● Resource conflicts, overload, underutilisation, single points of failure, and planned-versus-actual allocation
• ● Portfolio visibility
• ● Accuracy and completeness of the integrated PBU plan and decision log
• ● Customer commitment governance
• ● Customer work accepted with validated feasibility and no hidden roadmap displacement
• ● Financial visibility
• ● Planned-versus-actual effort, cost variance, forecast accuracy, and project financial inputs
• ● Risk and dependency management