Senior Delivery Manager

About Us

Headquartered in Nashville, Tennessee, Ncontracts leads the industry in integrated risk management and compliance solutions, serving over 5,000 financial institutions nationwide. As a seven-time Inc. 5000 Fastest Growing Companies honoree and consistent year-over-year recipient of "Best Places to Work" awards, we offer a thriving work environment where career growth and life-work balance go hand in hand. At Ncontracts, you'll join a team of industry experts dedicated to strengthening the financial services sector through innovation and thought leadership.

About the Role

We are seeking a highly experienced Senior Delivery Manager to work across multiple product verticals and accelerate how quickly and reliably those teams turn ideas into launched, adopted value. As a member of the Product Operations team, you own how the work flows — from ideation through definition and development to launch and early adoption — and you are accountable for the delivery flow and value-creation speed of the areas you cover, end to end.

Your verticals are your primary focus, but as capacity and organizational needs allow, you will also lead or support broader departmental and cross-organizational initiatives that call for strong delivery management. This role exists to provide delivery speed — not by adding process, ceremonies, or status reporting, but by removing the friction, handoffs, and bottlenecks that slow teams down and by helping teams find more collaborative, efficient ways of working.

This is a senior, self-directed role where you will work on complex delivery problems requiring an in-depth read of many interacting variables — team structure, dependency topology, decision latency, technical constraints, and market timing. You are expected to determine your own methods and approach on new territory, adapt established delivery practice to situations it was not designed for, and set the standard other teams follow.

You work in close partnership with Product and Engineering. Product owns what gets built and why, while Engineering owns how it gets built and the technical sequencing. You own the speed and reliability with which that value moves through the whole system — the commitments, sequencing around build, risk and dependency management, and making delivery visible. You sit inside each vertical’s delivery rhythm, working alongside product managers and engineering leaders to ensure work is well-formed before entering build and keeps moving once it does.

Responsibilities

• Own end-to-end delivery flow across your verticals. Map how work moves from discovery and definition through development to launch and early adoption. Identify and resolve stalls, queues, or thrashing caused by decision latency, unclear requirements, unowned handoffs, or cross-team waiting.
• Run intake and definition readiness. Ensure work enters build well-formed with clear acceptance criteria, sequenced and prioritized, so build starts clean and doesn’t stall waiting on decisions.
• Improve predictability. Help teams make and keep commitments by building lightweight forecasting and planning practices they trust and use.
• Manage dependencies and risk across areas. Surface cross-team and cross-vertical dependencies early, sequence work to avoid collisions, and clear blockers before they become delays, including trade-offs when areas compete for shared resources.
• Partner closely with Engineering on execution. Work alongside engineering leadership on sequencing, capacity, and risk without taking over technical decisions.
• Set delivery practice, don’t just follow it. Evaluate and adapt delivery methods for complex situations, determine approaches for new assignments, and establish practices and standards other teams adopt.
• Coach better ways of working. Help Product, Engineering, Design, and GTM partners adopt more collaborative, efficient practices. Strip out unnecessary ceremonies and handoffs.
• Facilitate delivery cadence. Ensure planning, review, and retrospective rhythms run effectively and stay focused on outcomes rather than ritual.
• Own launch readiness and the go-to-market last mile. Partner with Product, Marketing, Sales, Enablement, and Customer Success so releases land with adoption, not just ship. Keep launch flow aligned with upstream work to avoid bottlenecks.
• Return capacity to PMs and engineering leads. Redesign coordination and dependency work to reduce ad hoc absorption by product managers and engineering leads, freeing them for their core responsibilities.
• Raise the bar around you. Serve as the escalation point when delivery is at risk and mentor others in practices that prevent it. Advise senior leaders on delivery trade-offs beyond your areas.
• Make delivery health visible. Maintain a clear, honest, low-overhead view of delivery flow, predictability, throughput, blocked time, launch on-time rate, and early adoption signals.
• Lead through influence. Drive the best from teams that don’t report to you, building alignment across Product, Engineering, and supporting functions, and persuading senior stakeholders.
• Take on broader initiatives. Lead or support departmental and cross-organizational projects as capacity and needs allow, applying the same delivery discipline.

Key Objectives

• A Fast And Reliable System:
  • Cycle time trends down — the time from idea committed to value launched and adopted gets shorter.
  • Predictability improves — teams hit their commitments more reliably, and forecasts converge with actuals.
  • Throughput grows — more validated value ships per period, with measurably less time lost to stalls and cross-team waiting.
  • Launches land on time and land well — release readiness keeps pace with build velocity, and launches convert to adoption.
• A Healthier, More Transparent Way Of Working:
  • Capacity returned — PMs and engineering leads get measurable time back as coordination shifts to a dedicated role.
  • Shared visibility — everyone understands the status and value of the work in your areas without chasing updates.
  • Adaptability — teams can re-prioritize and respond quickly to changing needs without losing momentum.
  • Trust in the process — delivery practices feel lightweight and genuinely useful, not like overhead.
  • Early, open risk-handling — blockers and dependencies surface early and without blame, so they get resolved before becoming delays.
  • Honest commitments — teams operate with a realistic, shared understanding of their capacity and what they can credibly take on.
  • Practice that outlasts you — the delivery standards you set get adopted beyond the teams you directly support.

Requirements

• 6+ years running delivery for software or product teams — as a Delivery Manager, Program Manager, Product Operations Manager, Launch Manager, or related role — with hands-on experience seeing delivery break in different ways and understanding why.
• Experience owning delivery simultaneously across several teams or product lines that answer to different leaders and compete for the same resources, including making trade-off calls.
• Experience mentoring or setting direction for other delivery practitioners, formally or informally.
• A demonstrated track record of making teams measurably faster or more predictable, with the ability to articulate the specific changes you drove.
• Fluency in modern delivery practice (Agile, Lean, flow/Kanban), with the judgment to apply the lightest approach that works rather than dogma, and the depth to adapt or invent approaches when needed.
• A systems thinker who sees the whole value stream — able to spot where flow breaks across functions and sequence work to keep it moving end to end.
• Comfort operating without precedent: determining methods and procedures on new assignments and defining what “good” looks like where nothing has been defined.
• Passion for leading teams that don’t report to you directly, earning trust quickly and driving the best from cross-functional partners.
• Strong facilitation, coaching, prioritization, and diplomacy skills, including the ability to advise and persuade senior stakeholders outside your function.
• Comfort managing dependencies and risk across multiple teams, spanning Product, Engineering, and GTM.
• Enough technical literacy to understand engineering trade-offs and what is actually slowing a team down.
• Proven launch and go-to-market coordination — owning the full lifecycle from ideation through release and adoption, not just launch.
• A bias toward removing process — appropriately suspicious of ceremonies and reports that don’t earn their keep.
• Ability to adapt to a fast-paced and changing environment, demonstrating flexibility and resilience.

Preferred Qualifications

• Bachelor’s degree in a relevant field or equivalent professional experience.
• Experience in B2B SaaS, and ideally Fintech, financial services, or another regulated-industry software environment.
• Proficiency with project and work-management tools (e.g., Jira) and delivery-metrics reporting (e.g., Plandek).
• Experience standing up or materially reshaping a delivery-management function, not only operating inside an established one.

Benefits

• A fun, fast-paced work environment.
• Responsible time off.