Own the priorities, resources and risks that determine how fast value ships—then make it faster, every week.

Role purpose

Own the end‑to‑end flow of work from intake to live across Engineering/IT, Product and Go‑to‑Market.
Reduce time‑to‑market, improve predictability and stop low‑value work by steering priorities, resources and delivery risk.
Make economic trade‑offs visible and act on them quickly.

Job Responsibilities

Run one lightweight, company‑wide method for intake, prioritisation and sequencing.
Set and enforce WIP limits; rebalance capacity weekly; stand up short‑lived “surge” squads for critical launches.
Lead a weekly delivery and risk huddle: top items, blockers, accelerators; decide to continue, pivot, pause or stop.
Track delivery economics and value hypotheses (e.g., Cost of Delay); course‑correct fast based on evidence.
Co‑own technical guardrails with Architecture/ICT Manager to avoid costly rework; require slim business cases covering time‑to‑market and total cost.
Coach leaders and teams in flow, prioritisation and economic decision‑making; remove systemic bottlenecks.
Keep a single source of truth for plans, decisions, metrics and risks (Jira/other).
Report crisp progress and trade‑offs to the Board.

Final call on sequencing and WIP limits across functions.
Authority to reassign up to 25% of weekly capacity across teams without additional approval.
Authority to pause/stop work that fails value or risk thresholds.
Co‑approval (with ICT Manager/Architecture) on technology choices that materially affect time‑to‑market or total cost of ownership.

Weekly: 45‑minute Delivery & Risk Stand‑Up (top initiatives, blockers, rebalancing).
Bi‑weekly: Delivery Risk Review (slippage, value burn‑up vs spend; go/pause/stop calls).
Monthly: Value Review with Board reps and functional leaders to re‑rank work and confirm trade‑offs.
Quarterly: Capacity and strategy refresh; sunset non‑performing work; double‑down on proven bets.

Flow: lead time, cycle time, throughput, predictability (P50/P85), flow efficiency, WIP.
Economics: Cost of Delay avoided/realised, delivery cost variance, value burn‑up, pause/kill rate.
Quality/time impact: escaped defects affecting launch timelines; rework from architectural change.

8–12+ years accelerating delivery across multiple teams (Engineering/IT and Marketing) in tech‑led firms; legaltech/fintech/wealthtech helpful.
Demonstrable track record cutting lead time and increasing predictability using Lean/flow practices.
Skilled in capacity modelling, dependency management and prioritisation frameworks (e.g., WSJF/RICE) adapted pragmatically.
Comfortable operating with executives; decisive under uncertainty with clear economic reasoning.
Excellent communication in English; crisp documentation and facilitation.

We encourage applications from all qualified candidates and provide reasonable accommodations on request (email [email protected]).

Commercial, systems‑level thinker; data‑driven and calmly decisive.
Hands‑on operator who removes bottlenecks and says “stop” when economics break.
Credible with ICT, Product and Marketing leaders; bilingual in technology and go‑to‑market.
Builds motivation and adaptive performance without fear‑based pressure; warm, precise communicator.