Delivery Lead | Engineering

Job Requisition ID: 41816 

 

• Work across industries and across stacks: mainframe, cloud, integration, custom software and AI, often in the same portfolio
• Be part of market-leading projects with global scale and complexity
• Mentoring, coaching and leadership programs to help you make an impact that matters
  

 

Deloitte Engineering doesn't sell single-technology projects. In any given quarter our engagements span mainframe modernisation, cloud migration, platform re-architecture, custom software builds and AI-enabled delivery, sometimes all inside the same account. That mix needs a Manager who leads delivery rather than a single technology.

This is a hands-on delivery leadership role. You'll be the person a client calls when the engagement needs a decision, and the person your team calls when something's gone sideways. You carry the delivery and commercial outcome for your engagement, and you're close enough to the work to know when what you're being told doesn't add up.

You'll work across industry: government, financial services, telco, resources and critical infrastructure, because that's where the work is, and because a Manager who can only operate in one sector is a Manager we can only staff in one place. Across that portfolio, the common thread is the ability to take ambiguous, high-stakes delivery and make it land, regardless of the stack underneath it.

 

What will your typical day look like?

 

• Own delivery: be accountable end-to-end for one or more engagements, covering scope, plan, risk, budget and the quality of what ships. You run the engagement and don't wait to be told it's off track.
• Be the client's day-to-day trusted lead: sit across the table from client stakeholders as the person who translates their problem into a delivery plan, and the delivery plan into progress they can see and trust.
• Lead the team doing the work: manage engineers and leads across the engagement, setting direction, unblocking them, holding the quality bar, and making the calls when priorities conflict.
• Operate across technology: move credibly between a legacy transformation conversation, a cloud migration risk and an AI-enabled delivery decision, bringing in specialist depth from the practice where you need it rather than being the specialist yourself.
• Manage the commercials: own estimating, resourcing, margin and the conversation when a deal or delivery is going sideways. This is your engagement's P&L to run.
• Hold the quality and risk bar, including on AI-assisted delivery: track what got verified, where AI sped things up, where it introduced risk, and who's accountable for the output. This is a non-negotiable baseline.
• Spot and shape new work: engagements surface more work than they start with, and you're expected to see it, scope it into something real and bring it back to the account team.
• Grow your people: run honest performance and career conversations, coach engineers on technical judgement and AI-native ways of working, and build a team that wants to keep working with you.
• Feed the practice: turn what works on your engagement (patterns, accelerators, review approaches) into something reusable elsewhere, and draw on what other engagements have already built rather than starting from zero.
  
  

Enough about us, let's talk about you

You are someone with:

• Experience leading complex technical engagements end-to-end, with accountability for scope, budget, risk and delivery outcomes

• Strong delivery judgement, with the ability to lead through ambiguity and make confident calls without relying on a single technology specialty

• Depth in at least one area such as cloud, integration, custom software, mainframe modernisation or AI, plus working knowledge across multiple technology domains

• Strong delivery fundamentals across estimating, resourcing, stakeholder management, risk management and reporting that clients can clearly act on

• Confidence building trusted client relationships through delivery, including handling challenging conversations on scope, timelines, cost or quality before they escalate

• Demonstrated people leadership, including coachi