Job Title: Senior Director / Director, Delivery
Duration: Long term
Location: Remote - (Occasional travel)
Direct reports: IT Business Partners aligned to seven business areas (Service & Warranty, Retail, Finance, HR, Purchasing, Operations, and Digital) and the project managers who run the major programs function being built out, with several positions
Position Summary:
The Senior Director / Director of Delivery leads the function accountable for getting major technology programs done end to end and for the IT Business Partners who turn each business area s needs into work IT can build. The programs that run through this seat are the ones the business is watching: the Oracle program, Homefront retail growth, the SOX IT controls program, and continued retail expansion. Big programs rarely fail on technology; they fail on delivery discipline and on the gap between
what the business needs and what actually gets built. The leader in this seat owns closing both one team accountable for each program, and one IT Business Partner aligned to each business area so requirements are clear before code gets written.
Key Responsibilities
Own end-to-end delivery of major technology programs the Oracle program, Homefront retail growth, the SOX IT controls program, and retail expansion.
Lead the IT Business Partner organization, with a partner aligned to each business area Service & Warranty, Retail, Finance, HR, Purchasing, Operations (manufacturing operations, quality, and safety), and Digital.
Lead the project managers who drive major programs day to day a dedicated project manager per major program (Oracle, Homefront, retail) moved into Delivery from the PMO so execution and the people who execute sit together.
Own requirements definition and business-process mapping ahead of build, so each program starts from clear, agreed scope rather than assumptions.
Plan, sequence, and coordinate delivery across the functions that build Applications, Infrastructure, Security & Controls, and AI & Data.
Own delivery execution for each program scope, schedule, readiness, and risk through a dedicated project manager per program, with portfolio governance and prioritization provided by the PMO in the Office of the CTO.
Own business readiness, training, and adoption for what each program ships, so the business owns the outcome and not just the go-live.
Establish and run a single intake path from the business into IT delivery, so demand is prioritized instead of arriving ad hoc.
Manage the delivery vendors and system integrators supporting the major programs, holding them to scope, schedule, and outcomes.
Build and develop the Delivery team hiring the IT Business Partners and project managers, and developing existing staff.
Contribute to IT Leadership Team decisions and serve as a member of the Architecture Review Board.
Required Qualifications
Bachelor s degree in Business, Information Technology, Engineering, or related field.
Minimum 12 years of progressive experience in program delivery and business analysis leadership, with at least 6 years in senior leadership roles.
Track record of delivering large, cross-functional technology programs end to end ERP, commerce/retail, or compliance and controls programs.
Demonstrated experience leading a business-analysis organization across multiple business domains.
Experience running delivery governance scope, schedule, risk, and readiness across a portfolio of concurrent programs.
Experience working in a public company environment, including SOX-relevant program work.
Demonstrated experience operating in a multi-site manufacturing, distribution, or retail environment.
Preferred Qualifications
MBA strongly preferred.
Hands-on experience delivering large ERP programs (Oracle, SAP, or equivalent) through go-live and stabilization.
Experience delivering retail or commerce technology programs at scale.
Experience delivering compliance or controls programs on schedule.
PMP, PgMP, or equivalent program management certification.
Background that combines line business roles and IT delivery the translator profile.
Experience with major M&A or post-acquisition integration programs.
Skills and Competencies
Delivery discipline runs programs to scope, schedule, and outcome, not just to golive.
Business-analysis judgment knows when a requirement is clear, agreed, and testable before build starts.
Cross-functional influence coordinates teams that don t report to this role and still hits the dates.
Communication translates between business need and technical execution in both directions.
Risk and readiness management sees trouble early and acts before it lands on a program.
Team building develops the IT Business Partners and project managers who can carry a program on their own.
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