Senior Delivery Lead

The Senior Delivery Lead is a strategic operator who redesigns how the Business Line (BL) runs: AI-native intake, breakdown, reporting, and team health. Paired with a Senior Delivery Operations as a daily working partner and growth-path mentee, you lead outcomes, not process.

1. BL Delivery Ownership
   • Hold the delivery contract for your BL: committed scope, milestones, and quality bar each quarter.
   • Diagnose systemic delivery failures — not one-off sprint misses — and drive structural fixes.
   • Run pre-mortems on high-risk initiatives before they become post-mortems for leadership.
   • Escalate with context and a recommendation, not just a flag.
2. AI-Native SDLC Redesign
   • Identify the highest-friction points in the BL's delivery chain — intake, refinement, estimation, reporting — and redesign them using AI-native tooling.
   • Ship at least one published SDLC experiment per quarter (Claude, Cursor, Jira automation, AI delivery agents).
   • Contribute proven patterns back to the DAO's Agentic Framework for cross-BL adoption.
   • Be the person your BL looks to when they ask "can AI help us do this better?"
3. Cross-BL Program Leadership
   • Lead assigned cross-BL programs from charter to completion.
   • Own program-level dependency mapping, milestone sequencing, and executive reporting.
   • Align Engineering Directors, PMs, and Senior Delivery Leads across BLs without direct authority.
   • Surface program-level risks to DAO leadership with recommended mitigations, not open questions.
4. Delivery Intelligence Platform Co-Ownership
   • Partner with the Delivery Engineer owning your BL's Delivery Intelligence Platform module on quarterly milestone planning and delivery.
   • Define what "ready" looks like for each module milestone and hold the quality bar.
   • Use platform data to inform BL-level delivery insights — connecting intelligence signals to delivery decisions.
5. Strategic Narrative & Stakeholder Communication
   • Maintain an always-current strategic view of your BL: what's on track, what's at risk, what needs a decision.
   • Deliver concise, executive-ready updates to Directors and senior leadership — no data dumps, just signal.
   • Partner with PM and Engineering Director to translate roadmap intent into delivery reality, and flag when those diverge.
6. Senior Delivery Operations Mentorship
   • Serve as the daily working partner and growth-path mentor for your paired Senior Delivery Operations.
   • Define explicit milestones for their movement toward Lead readiness — and track them.
   • Model the delivery leadership behaviors you want the next generation of DAO talent to internalize.

• 5+ years in Agile delivery, program management, or a hybrid PMO role in a fast-moving technology company.
• Track record of owning BL or program-level delivery outcomes — not just running ceremonies.
• Demonstrable ability to identify systemic delivery problems and fix them at the structural level.
• Strong cross-functional influence: you've aligned PMs, Engineering, and senior stakeholders without direct authority.
• Executive communication fluency — you can compress a complex delivery picture into three clear sentences.
• Hands-on with Jira (advanced queries, dashboards, workflow automation) and Confluence.
• Hands-on use of AI tools (Claude, Cursor, or equivalent) in delivery or operational workflows — demonstrated, not aspirational.
• Ability to treat process debt the way engineers treat tech debt — proactively identifying and fixing it.
• Strong bias toward action, with a default approach of providing “recommended actions” rather than just highlighting problems.
• Experience treating the growth of a paired Senior Delivery Operations partner as a measurable deliverable, not a side responsibility.
• Comfort working in ambiguity, with the ability to build structure and clarity while executing in parallel.
• Good to have experience redesigning SDLC processes, not just running them.
• Comfort with data: you use throughput, cycle time, and blocker patterns to drive decisions, not just report them, is a plus.
• Experience leading cross-functional programs with shared ownership and no single chain of command is a plus.