Delivery Manager, Front Office Applications

Overview

Job Summary:

 

The Delivery Manager (DM) is responsible for planning, leading, organizing, and motivating teams to achieve a high level of performance and quality in delivering exceptional business value to users. The DM is accountable for the delivery of all products and services for Front Office Applications, including the Connected Program's Client, Seller, Talent, and Recruiter experiences, consistent with plan or defined service levels.

 

Front Office Applications supports Allegis Group's revenue-generating processes: pipeline, sales, recruitment, screening, matching, selection and talent engagement. The scope centers on the Connected Platform, a large, complex, customized Salesforce environment purpose-built for the Allegis business and fully integrated with Back Office, Middle Office, Contract Lifecycle Management, and Enterprise Data applications. It also includes full-stack custom applications such as the matching engine and other business-critical services.

 

This portfolio is substantially about new, innovative products that are transformational and that interact directly with external users: talent and candidates, recruiters, clients, and sellers.

The platform model differs by audience and must be led accordingly. The client and seller CRM experience is largely a configuration and extension exercise on standard Salesforce patterns, where the discipline is to stay close to the platform. The talent and recruiter experience is a custom application built on the Salesforce platform, engineered as product rather than configured as CRM, with the full engineering obligations that implies.

 

The DM is a leader of leaders. This position leads through Information Services Managers, technical leads, and partner delivery leads, with a total of approximately 50 to 75 resources spanning full-time employees, local contractors, and offshore teams supplied by implementation partners. The DM owns an annual budget of approximately $10 to $15 million and is accountable for its forecast accuracy and performance.

The DM is accountable for what the organization delivers: quality, schedule, and budget, not solely for the management of the team members. Commitments made to the business are expected to be met, and where they cannot be, the DM is expected to surface the issue early with a credible plan rather than report it late.

 

At an enterprise level, the Delivery Manager leads and manages large, complex enterprise-level projects and initiatives consisting of multiple Agile teams and/or requiring integration with activities outside the scope of those teams. At a team level, the DM plays a consultative role to put in place the appropriate people, process, and tools, coaching team members as needed to optimize efficiency, helping agile teams be successful and on a solid path of continual improvement. 

 

The role spans the full software development lifecycle: requirements and design through build, test, release, and hypercare, and the enhancement backlog that follows. At an enterprise level, the DM leads large, complex initiatives consisting of multiple Agile teams and/or requiring integration with activities outside the scope of those teams. At a team level, the DM plays a consultative role to put in place the appropriate people, process, and tools, coaching team members as needed to optimize efficiency.

 

Required in-office presence at least 4 days per week

Responsibilities

Essential Functions:

 

DELIVERY ACCOUNTABILITY: QUALITY, SCHEDULE & BUDGET

• Owns end-to-end delivery accountability for the Front Office Applications portfolio: what is committed, what is delivered, when, at what quality, and at what cost.
• Establishes and holds the organization to credible delivery commitments, including scope, sequencing, dependency management, and realistic estimation grounded in actual team capacity rather than optimism.
• Owns schedule performance across concurrent initiatives, actively managing critical path, cross-team dependencies, and the trade-offs between scope, date, quality, and cost; escalates early with options rather than late with explanations.
• Owns quality as a delivery outcome — definition of done, code review and test automation expectations, defect prevention and escape rate, release stability, and the standard below which work does not ship.
• Owns budget performance for the portfolio, including forecast accuracy, variance management, resource and vendor spend, and the financial consequence of delivery decisions.
• Drives measurable improvement in delivery performance, including cycle time, throughput, predictability of commitment versus delivery, defect escape rate, and release success.
• Identifies risks, mitigation plans, operational readiness criteria, deployment success factors, and drives deliverables for production launches.
• Develops and maintains methods to measure customer satisfaction; obtains feedback to ensure efforts are meeting customer expectations for time, cost, and quality.

SALESFORCE PaaS & SaaS DELIVERY DISCIPLINE

• Leads delivery across both Salesforce operating models in the portfolio: SaaS configuration and extension of standard CRM capability for the client and seller experience, and PaaS product engineering for the custom talent and recruiter applications built on the Salesforce platform.
• Holds a configuration-first posture for the CRM experience, where standard objects, declarative automation, and configured platform capability are the default, and custom code is an exception requiring business justification, architectural approval, and a named owner for its ongoing lifecycle cost.
• Applies full product engineering discipline to the custom talent and recruiter applications, including design, code quality, automated testing, performance engineering, instrumentation, and release practice appropriate to software that external users depend on.
• Makes and defends the configuration-versus-custom decision deliberately on each initiative, and ensures the team does not drift into custom development where the platform already provides the capability, or into configuration workarounds where a product problem requires engineering.
• Maintains a visible inventory of customizations, extensions, integrations, and technical debt, with an explicit view of what each costs to carry through every platform release.
• Owns the Salesforce release operating rhythm as business-as-usual: seasonal release impact assessment, feature review and opt-in decisions, regression execution, remediation, and communication of change to the business.
• Plans against the Salesforce product roadmap, tracking feature delivery, deprecations, and end-of-life timelines so the backlog does not fund work the platform is about to deliver, and dependencies on retiring capability are addressed before they break.
• Manages delivery within platform realities, including governor limits, large data volume behavior, API consumption, storage, environment and sandbox strategy, and package and deployment approach.
• Owns security, sharing, and access design delivery across the estate, in partnership with the Platform Architect and Information Security.
• Manages systems integration and managed service partners on Salesforce work, holding them to outcome-based measures and ensuring platform and product knowledge is retained by Allegis rather than resident only with the partner.
• Ensures integration integrity between the front office estate and Back Office, Middle Office, CLM, and Enterprise Data applications, and owns delivery of the interfaces the lead-to-offer stream depends on.
• Builds and retains both platform and product engineering capability within the team, recognizing that Salesforce configuration skill and custom application engineering skill are different disciplines and the portfolio needs both.

LEADER OF LEADERS — BUILDING HIGH-PERFORMING TEAMS

• Leads through other leaders: IS Managers (ISMs), technical leads, and partner delivery leads, by setting direction, standards, and expectations, and holding leaders accountable for the performance of their teams.
• Leads a blended organization of approximately 50 to 75 full-time employees, local contractors, and offshore partner resources, establishing a single standard of performance, engineering quality, and accountability across all geographies and employment models.
• Builds high-performing teams that are innovative and versatile people willing and able to wear multiple hats, move between platform and full-stack work, and take ownership beyond narrow role boundaries.
• Develops leadership capability deliberately, growing managers and technical leads through coaching, delegation of real accountability, and honest feedback, and building succession depth beneath each leader.
• Shapes team design and capacity allocation across product areas, balancing depth in the Salesforce platform against the full-stack and AI engineering capability the portfolio increasingly requires.
• Leads the workforce transformation created by AI-assisted engineering, reshaping roles, skills, and capacity assumptions as productivity and the nature of development work change.
• Creates an environment where team members want to stay: meaningful work, sustainable pace, clear expectations, and recognition for delivery quality as well as delivery speed.
• Establishes direction and a clear sense of meaning to inspire teams in creating their own connection and passion to the business goals; orients others around a shared vision.

AI & AGENTIC DELIVERY

• Leads delivery of AI and agentic capability across the Front Office portfolio, including AI applied to sourcing, screening, matching, candidate engagement, and sales activity, within the Salesforce platform and through custom and third-party solutions.
• Builds AI engineering capability within the teams through hiring, upskilling, and role redesign, treating AI as an embedded competency rather than a separate specialist group.
• Applies AI-assisted development tooling to improve engineering throughput, code quality, and documentation, with measured benefit rather than assumed benefit.
• Ensures AI delivery conforms to enterprise AI policy and standards and to the architectural direction set by the AI Center of Excellence and the Platform Architect, including use case registration, approved tools and models, and responsible AI controls.
• Manages the delivery economics of AI, including inference and token consumption within the portfolio budget.

DELIVERY PRACTICE & TECHNICAL EXECUTION

• Provides thought leadership and direction to all aspects of products and services, and partners with peers to ensure roadmaps align with business strategy.
• Manages concurrent, high-visibility products, projects, and services using agile methods in a fast-paced environment that may cross multiple business divisions; blends traditional project management principles and practices with an agile development approach to fit large, enterprise-level initiatives.
• Maintains overarching responsibility for executing best-practice approaches and methodologies (e.g., ITIL, Agile/Scrum, SDLC, SOA) for the support and sustainability of solutions.
• Ensures delivery conforms to the architectural standards and platform direction set by Front Office Platform Architects, and escalates where delivery constraints make a standard impractical rather than quietly diverging from it.
• Owns production readiness and the transition to support for everything the organization delivers, including monitoring, runbooks, documentation, and an agreed support model.
• Balances new capability delivery against platform health: defect remediation, technical debt, and maintenance
• Manages offshore and partner delivery against outcome-based measures, holding providers accountable for quality, velocity, and knowledge retention.
• Owns quality as a delivery outcome: definition of done, code review and test automation expectations, defect prevention and escape rate, release stability, and the standard below which work does not ship.

QUALITY MANAGEMENT & TEST AUTOMATION

• Owns the quality strategy for the portfolio, including test approach, entry and exit criteria, environments and test data, defect management, and the release readiness standard below which work does not ship.
• Builds and sustains an automated regression suite across the CRM configuration estate and the custom talent and recruiter applications, sized for a portfolio that absorbs seasonal platform releases and continuous delivery and cannot be regression tested manually at this scale.
• Drives continuous improvement in test automation coverage, execution time, and reliability, and reduces dependence on manual testing as release frequency increases.
• Establishes shift-left quality practice, including unit and integration testing, static analysis, peer review, and defect root cause analysis, so defects are prevented rather than discovered late.
• Extends quality practice to the characteristics external users actually experience: performance and responsiveness under real recruiter and seller workload, mobile and cross-browser behavior, accessibility, and resilience of candidate- and client-facing flows.
• Owns test data management and masking strategy for environments handling candidate, client, and personally identifiable data.
• Coordinates user acceptance testing with talent acquisition, recruiting, engagement, and sales stakeholders across the operating companies, ensuring business validation is structured, resourced, and completed before release rather than compressed at the end.
• Establishes the quality bar for AI-enabled features, including evaluation against defined accuracy and behavior criteria, human-in-the-loop checkpoints, and monitoring after release.
• Tracks and reports quality metrics, including defect escape rate, severity profile, automation coverage, regression cycle time, and post-release stability, and uses them to direct investment in quality practice.

STAKEHOLDER & BUSINESS PARTNERSHIP

• Builds strong working relationships wit