7 Beeline Service Delivery Manager Jobs Hiring Near You

Position Purpose:

 Beeline helps enterprises and their extended workforce collaborate. As we scale delivery across multiple engineering teams and regions, we need someone to conduct the orchestra: not playing every instrument, but making sure the whole organization is playing the same score, in time, and visible to everyone watching.

This is a global leadership role, not a single-team facilitation role. You will own the delivery operating model for the entire engineering organization focusing on the standards, the flow system, and the reporting. This is an IC role but may evolve into a team leadership role for other delivery leads. In either case you will build relationships and set the standards for the team of delivery leads / scrum masters who will apply that model inside each team. You are accountable for how work moves end-to-end: from a well-formed requirement to software running in production, across every team and time zone. This will require coordination and influence with the product team, the engineers and the QAs

Success in this role means two things: the organization ships predictably, and anyone — engineer, product manager, or executive — can look at one place and see exactly what's in flight, what's blocked, and why. The fundamental requirement of this role is to make the production of software legible so that it can be tuned and optimized.

Responsibilities:

Delivery system

• Building and maintaining a high-performance engineering culture
•  Design and own the global delivery operating model and ensure it's applied consistently across every team, not just the ones you touch directly.
•  Own pace, quality and set standards for team’s’ accountability with the goal of driving improvment.
•  Own the team/portfolio board(s) and the metrics that sit behind them (cycle time, throughput, predictability, quality), and turn them into a single source of truth that's trusted by engineering, product, and leadership.
•  Identify and resolve cross-team dependencies and bottlenecks before they become escalations.
•  Build clear gates and hand off points between teams (eg Product -> Eng).
•  Coach the product management organization on writing well-formed, delivery-ready requirements — this is a standing responsibility, not a one-time training session.
•  Coach the engineering teams to build a focus on measurable outcomes. We need to measure light not heat.
•  Identify inefficiencies in how teams operate and fix the system, not just the symptom.
•  Partner with Head of engineering and the head of HR to rollout a career framework

Ownership & accountability

•  Build, develop, and directly manage the delivery management function across all four products – setting performance expectations
•  Own the delivery of software into production, end to end, and be accountable for outcomes, not just process compliance.
•  Represent delivery externally: to executive leadership and internal stakeholders, with clear reporting on progress, risks, and trade-offs.
•  Drive continuous improvement in delivery practice across the org and know when to say no to process for its own sake.
•  Conduct and maintain a structured assessment of engineering health across all four products and make recommendations – including structural changes and role redesigns.

Requirements:

• 10+ years in software delivery / program leadership within SaaS or enterprise software, including 5+ years leading delivery across multiple teams and geographies.
• Demonstrated expertise in agile coaching, with a certification (CSM, PSM, SAFe Agilist, or equivalent) and, more importantly, scars from applying it at scale.
• A track record of shipping working software into production — not just running ceremonies around it.
• Experience setting up flow-based systems (Kanban, pull systems, WIP limits) across multiple teams, and using data on team performance to identify inefficiencies.
• Comfortable coaching senior product managers on requirements quality — requires credibility and directness, not deference.
• Strong bias for action; treats ambiguity as something to resolve, not escalate.
• Excellent written and verbal communication, calibrated for engineers, executives, and customers alike.
• Experience representing delivery or engineering externally — to customers, partners, or a board.

Desired Competencies:

• Experience in workforce management, VMS, or HR-tech SaaS.
• Experience scaling delivery practice through growth, acquisition, or multi-product portfolios.
• Familiarity with distributed/remote-first team operations across time zones.

What Success Looks Like

• Delivery status, risk, and progress are visible at a glance to anyone who needs them — no status-chasing required.
• Cycle time and throughput improve and become predictable enough to commit to externally.
• Quality increases measured by time spent fixing bugs.
• Cross-team dependencies are surfaced and resolved before they block a sprint or release.
• Product and engineering work in tandem. Product brings well thought through requirements and engineering turns them into actionable items.
• Executives and customers get straight answers about delivery — including bad news, early.
• Processes are efficient.
• We deliver more and better features. (Measures to be agreed)
• Agreed capacity allocation to tackle tech debt.
• Bottlenecks identified and removed in agreed priority order. Goal: No key person/role dependency.
• Cost of delivery is measured in a standard way across products.

30 / 60 / 90

• Day 30: Working relationships established with delivery, engineering, and product managers. Clear baseline picture of each product’s delivery health, team morale, and tech debt.
• Day 60: Delivery metrics agreed and visible across all four products. Engineering health gaps identified and prioritised. Implement first pass of efficiencies based on plan presented and agreed with CPTO
• Day 90: Measured improvements in team output in at least one key delivery metric per product. Delivery management function operating with clear expectations, shared ways of working and a known escalation path.

Our Company: For over 20 years, Beeline has empowered businesses worldwide to achieve competitive advantages with their extended workforce. The Beeline Extended Workforce Platform provides the visibility necessary to mitigate risks, realize cost savings, and adapt to dynamic business needs. With tailored solutions focused on the complexities of the extended workforce, clients can leverage Beeline products that meet their unique requirements. Through thousands of integrations, organizations can connect their extended workforce data across all technology stacks, including major procurement and HR systems. Join the ranks of renowned brands benefiting from Beeline’s seasoned expertise, collaborative innovation, and industry-leading partner network. Explore more at beeline.com.

Our Vision: Every person, given the right opportunity, is capable of greatness. Every business, given the right talent, is capable of superior outcomes.

Our Mission: Our trusted platform connects businesses to the remarkable talent within the global extended workforce.