Agile Delivery Manager

Job Description Job Description: Role: Delivery Leader Remote- MUST work Mountain Time Zone As a Delivery Leader (DL) you are responsible for delivering value and outcomes — on time, on budget, and with quality. This is not a traditional project management role. Authority is not given — it is earned week by week through the value you bring to the project table. You will be expected to facilitate, anticipate, and lead without formal authority, operating at the intersection of IT and business in a fast-paced, agile environment. Success in this role requires more than technical PM competency. You must demonstrate genuine curiosity about the business, an ability to read the political landscape, and the communication skills to bring clarity to complexity. If you thrive on structure, stakeholder trust, and staying several steps ahead — this role is for you. Key Responsibilities Leadership & Ownership Take full ownership of project outcomes — drive progress without waiting to be directed. Facilitate the project team to deliver; ask the right questions and create space for the team to solve problems. Adjust your focus and contribution as the project moves through initiation, development, testing, and implementation. Think ahead — surface risks, decisions, and blockers before they become problems. Manage through influence, not authority. Project Planning Maintain an accurate, credible plan in Planview and Smartsheet that reflects reality — not just activity. Clearly articulate how epics map to milestones and how milestones build to the final deliverable. Ensure something tangible and measurable is delivered each month. Manage and communicate Risk, Issue, Decision, and Dependency (RIDD) logs with the project team. Communication & Clarity Communicate with clarity — no surprises. Surface issues early, before they land in key meetings. Provide meaningful weekly status reports that accurately reflect project health and add value. Adapt communication style and level of detail to the audience — from technical architects to senior business leaders. Continually read the room, seek feedback, and adjust your approach. Orient senior leaders with context before moving to detail — never assume they are fully up to speed.