The Director Delivery Management owns end-to-end delivery accountability for a large, complex energy sector account. This is a senior client-facing role that combines hands-on program governance with strategic advisory, guiding the client through an AI-native transformation of their engineering organization while maintaining the commercial and relationship health of the engagement. The right person leads from the front: they don't wait for problems to surface, they anticipate them. They bring a point of view into every client conversation, not just status updates. Req.#[redacted] Responsibilities Own the delivery health of the account, operating ahead of issues rather than reacting to them, tracking risks, dependencies, and team signals before they become client problems Establish delivery rhythms, escalation paths, and decision frameworks that reduce noise and keep the program moving at pace Challenge the team and the client when scope, priorities, or ways of working are drifting; drive course corrections early Identify and pursue opportunities to expand delivery impact across the account, additional workstreams, adjacent teams, or new problem areas where EPAM can add value Act as the senior advisor on AI adoption within the account's engineering organization, translating strategy into an actionable transformation roadmap Lead the design and implementation of an AI SDLC operating model, covering role-aware AI tooling integration, developer workflow transformation, and governance for a regulated environment Guide the client from isolated AI experimentation toward agent-driven delivery at scale, with measurable productivity outcomes (PR coverage, cycle time, defect reduction) Own the platform engineering conversation: shared AI infrastructure, tooling standardization, and the operating model that engineering teams work within Ensure all AI enablement work meets the client's regulatory and audit requirements, human-in-the-loop controls, auditability, and traceability are non-negotiable in energy sector contexts Bring maturity model thinking to leadership conversations: where the organization is today, where it needs to be, and what the path looks like quarter by quarter Serve as the primary executive relationship owner on the account owning C-suite and VP-level relationships and ensuring EPAM is seen as a strategic partner, not a vendor Run structured QBRs, steering committees, and executive briefings that communicate program health, transformation progress, and forward-looking roadmaps with clarity Manage commercial dynamics: SOW governance, change control, margin health, and renewal positioning Navigate stakeholder complexity across IT, business, and compliance functions, aligning competing priorities without losing delivery momentum Represent the client's interests internally to ensure EPAM allocates the right talent and resources to the account Requirements Delivery leadership: 10+ years managing large, complex software delivery programs ($5M+ ACV or 50+ FTE) AI transformation: Hands-on experience leading or designing AI SDLC adoption across engineering organizations, not just awareness Regulated environments: Prior delivery in energy, utilities, financial services, or another regulated sector where governance and audit are central Executive engagement: Demonstrated track record building and maintaining C-suite / VP-level relationships over multi-year engagements Commercial acumen: Experience owning account P&L, SOW governance, and commercial negotiations Operating model design: Ability to design and implement new ways of working team structures, governance models, delivery ceremonies not just execute within existing ones