Miracle Software Systems is looking for Senior Director/ Delivery Manager at Troy, MI location.
Position Summary
The Senior Director / Director of Delivery leads the function accountable for getting Champion’s 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 Champion’s 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 Champion’s 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 deviling 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
Delivery is a repurposed function, and the leader has the opportunity to shape it. It replaces Business Integration; the commercial and customer-facing systems that used to sit there have
moved to Applications, and Delivery now concentrates on program execution and the IT Business Partner organization. The major programs are already in flight — the Oracle program
is under a strategic pause and being revalidated, Homefront retail is growing toward $1 billion in annual sales by FY27, the SOX IT controls program is active, and retail expansion continues.
The IT Business Partners are being aligned one per business area so requirements come from people who know each area’s work. The function is being built: the leader will hire the IT
Business Partner team and the project managers, and set the delivery cadence and the intake path from scratch. The role works closely with the Office of the CTO and its portfolio office (the
PMO) on governance and prioritization, and with the Enterprise Architect and the Architecture Review Board on design fit. Success Metrics
Major programs delivered on scope, on schedule, and adopted — not just live.
Requirements clear and agreed before build starts on each program.
Each business area has one IT Business Partner who knows its work.
Fewer late-stage surprises across the program portfolio.
The business owns the outcome of each program, not just the go-live.
A single, working intake path from the business into IT delivery.
