IT Application Delivery Manager

We are looking for an IT Application Delivery Manager to take ownership of how application projects and enhancements are delivered across the organization — going beyond a traditional PMO function. This role is the next level up from standard project tracking: rather than simply monitoring and reporting status, the Delivery Manager actively manages, forecasts, and course-corrects timelines to ensure delivery commitments are met. The ideal candidate combines strong PMO governance discipline with a delivery-owner mindset — someone who is accountable for outcomes, not just visibility. • Lead and mature the IT Application Delivery function as the next evolution of the PMO — moving from a governance/reporting office to an active delivery-management capability. • Own the end-to-end delivery of application projects and enhancements, from planning and resourcing through go-live and stabilization. • Proactively manage expected timelines, not just track progress: continuously validate whether current pace will meet committed dates, and intervene early when a project is trending off-course. • Build and maintain realistic delivery baselines and forecasts, using leading indicators (velocity, blockers, dependency risk) rather than relying solely on status updates. • Identify schedule, resource, and scope risks ahead of time, and drive mitigation actions with project teams and stakeholders — escalating early rather than reporting delays after the fact. • Hold project managers, vendors, and delivery teams accountable to committed timelines, applying structured follow-up and corrective action plans when milestones slip. • Establish and enforce delivery governance standards: project intake, prioritization, resource allocation, stage-gate reviews, and change control across the application portfolio. • Manage cross-project and cross-team dependencies, ensuring sequencing and resourcing decisions protect the overall portfolio timeline, not just individual projects. • Partner with business stakeholders and application/engineering leads to set realistic timeline commitments upfront, balancing ambition with delivery capacity. • Report delivery health to leadership with clear, forward-looking risk indicators — highlighting what could cause a date to move before it does, not only what has already happened. • Coach and develop project managers and delivery leads to shift from passive progress-tracking toward proactive timeline and risk management. • Continuously improve delivery methodology and tooling (Agile/hybrid delivery practices, PPM/PM tooling, reporting dashboards) to increase delivery predictability.