Director, Operations & Client Delivery

Colorado Springs, CO (Hybrid)

The Director of Operations and Client Delivery owns the performance of the company's delivery portfolio and the health of the business operations that support it. This role carries dual accountability — ensuring active contracts meet or exceed their performance requirements while keeping the business running with the discipline and efficiency a scaling company requires. Program Managers report directly to this position, and this leader may serve as PM of record on select contracts. The Director works directly for the President, partners closely with the Director of Business Development on organic growth, client retention, and recompete strategy, and participates in solutioning from market research through award. As the company scales, this role is also responsible for evolving how the PMO operates — modernizing the corporate technology stack, integrating automation and AI, and building a delivery function capable of performing at a higher level as the portfolio grows.

Portfolio Delivery & Contract Performance

• Own operational performance across the active contract portfolio — cost, schedule, quality, and client satisfaction on every program.
• Establish and maintain a delivery framework that gives Program Managers clear standards, tools, escalation paths, and support structures to perform against.
• Monitor portfolio health through data-driven dashboards and performance metrics, identifying issues early and driving resolution before they reach the client or the contracting officer.
• Serve as the escalation point for program-level performance issues, staffing gaps, compliance concerns, and client relationship challenges.
• Ensure all programs are tracking against contractual performance requirements, SLA obligations, and award fee or CPARS criteria — and that the PM team understands what is being measured and why it matters.
• Apply agile and traditional delivery methodologies based on program context and hold the team to the same discipline.
• Serve as PM of record on select contracts as needed, maintaining the same performance standard expected of the broader PM team.

PMO Modernization & Technology Stack Optimization

• Lead the evolution of how the PMO operates as the company scales — identifying gaps in current tools, processes, and practices and driving meaningful improvements.
• Optimize the company's use of the corporate technology stack for program delivery, reporting, and operational management, ensuring tools are used to their full capability rather than as documentation platforms.
• Integrate AI tools and workflow automation into PMO operations to reduce manual overhead, improve reporting accuracy, and free program staff to focus on delivery and client engagement.
• Work with SBU shared services teams to align technology, process, and reporting standards in a way that adds value without creating administrative drag.
• Establish data practices and dashboard standards across the PM team that give leadership real-time visibility into portfolio performance.
• Build and maintain a knowledge management practice that captures institutional knowledge, lessons learned, and delivery best practices — making what works repeatable and what was learned accessible to the whole team.
• Continuously evaluate emerging tools and approaches for applicability to the company's delivery model and growth trajectory.

Business Operations & Financial Management

• Manage the internal business operations that support contract delivery — resource planning, staffing utilization, financial performance, and operational reporting.
• Maintain portfolio-level cost performance visibility, identifying trends that require corrective action or leadership attention.
• Develop and apply working knowledge of indirect rates, revenue recognition, and how delivery-level decisions affect company financials — and bring that awareness into program management decisions and PM team coaching.
• Lead proactive workforce planning — forecasting staffing needs, managing bench utilization, and thinking ahead on team structure to stay ahead of program demands rather than reacting to them.
• Partner with finance, contracts, HR, and recruiting to keep business operations aligned with program needs and growth targets.
• Work with SBU shared services teams constructively and strategically, getting the most out of shared resources while maintaining accountability for outcomes on our side.
• Contribute to annual planning, budget development, and organizational design decisions in coordination with the President.

PM Coaching, Development & Team Leadership

• Provide direct leadership, coaching, and development to Program Managers across the portfolio — this is a people development role as much as an operational one.
• Build PM capability intentionally: identify skill gaps, create development plans, and invest in the team's growth in agile methods, data literacy, client management, and modern delivery tools.
• Lead change management for PMO modernization efforts — bringing the team along through tool transitions, process changes, and evolving delivery standards with clarity and consistency.
• Set clear performance expectations, conduct regular one-on-ones and formal reviews, and address performance issues directly and in a timely manner.
• Serve as the hiring manager for PM and operations positions, partnering with HR and recruiting throughout the full hiring lifecycle.
• Build a PM team that can scale with the company and take on increasing complexity over time.
• Hold the team to professional standards in every internal and external interaction.

Client Relationship Management & Organic Growth

• Maintain senior-level client relationships across the active portfolio, positioning the company as a high-performing and forward-leaning delivery partner.
• Conduct regular program reviews and executive-level touchpoints with government clients, CORs, and prime contractor counterparts.
• Act on client feedback directly — address concerns, strengthen performance, and build relationships that support long-term retention and recompete positioning.
• Work closely with the Director of BD to identify and develop organic growth opportunities within existing accounts — expanded scope, follow-on work, and new task order opportunities that grow from strong delivery performance.
• Contribute directly to recompete capture strategy, bringing delivery performance data, client relationship context, and operational lessons into the pursuit approach from the earliest stages.
• Ensure CPARS ratings, past performance documentation, and client satisfaction evidence are actively managed and available to support competitive positioning.

Solutioning & Proposal Contribution

• Participate in market research responses and early client engagement, contributing operational expertise and delivery credibility to the company's positioning.
• Lead or contribute to management and operational solutioning for new contract pursuits — staffing models, delivery approaches, quality frameworks, and transition plans.
• Contribute to proposal development on management volumes, past performance, and relevant technical sections.
• Support contract transitions at award, ensuring incoming Program Managers have a clear operational foundation, client relationship context, and performance framework from the start.
• Provide realistic, data-informed input on operational capacity and capability during pipeline and pursuit planning.

Continuous Improvement & Operational Excellence

• Identify patterns across the portfolio and implement improvements that reduce friction, improve quality, and scale what works.
• Drive a culture of continuous improvement within the PM team — not as a periodic initiative but as standard operating posture.
• Use data, client feedback, and lessons learned to make the delivery function measurably better over time.
• Establish and maintain PMO governance standards, reporting cadences, and knowledge sharing practices across all programs.

Executive Reporting & Strategic Contribution

• Provide regular portfolio performance updates to the President and contribute to executive-level reporting to the SBU and corporate leadership.
• Represent the company in client forums, industry events, and professional settings relevant to federal program delivery.
• Other duties as assigned.

• Bachelor's degree; advanced degree or equivalent experience considered.
• 8+ years of progressive program management and operations leadership experience in federal contracting environments.
  • Demonstrated experience managing a portfolio of concurrent federal contracts across multiple clients or program areas.
  • Direct people management experience including hiring, performance management, and staff development; prior experience with PMs as direct reports preferred.
  • Hands-on PM experience; this role may require serving as PM of record on active contracts.
  • Applied experience with both agile and traditional program management methodologies.
  • Demonstrated experience with AI tools, workflow automation, or technology modernization in a program or operations management context.
• PMP or PgMP certification required.
• Must successfully pass background and drug screening.
• U.S. citizenship required
• Top secret with the ability to obtain TS/SCI

Preferred Qualifications:

• Prior experience in a Director-level or senior operations role within a federal services company.
• Experience contributing to federal proposal development including management volumes, past performance, and transition plans.
• Direct involvement in recompete capture efforts — contributing delivery performance data, past performance narratives, and client relationship context to competitive pursuits.
• Familiarity with AI-assisted program management tools, Power BI, Smartsheet, or equivalent platforms.
• Experience working with or within an SBU shared services structure in a corporate environment.
• Active security clearance or ability to obtain one commensurate with program requirements.

Knowledge, Skills and Abilities:

• Working knowledge of federal contract financials — indirect rates, revenue recognition, cost performance — and how delivery decisions affect business outcomes.
• Strong written and verbal communication skills across operational, executive, and client audiences.
• Data literacy and the ability to use performance data, financial metrics, and portfolio analytics to drive operational decisions and client conversations.
• Strong data collection, organization, analysis, presentation, and storytelling skills applied to portfolio reporting and executive communication.
• Proficiency in modern PM tools, dashboards, and digital delivery platforms.
• Portfolio-level operational thinking — sees across programs, identifies systemic issues, and drives improvements that benefit the whole delivery function.
• Data fluency — builds and interprets dashboards, tracks performance trends, and uses data to support operational decisions and client-facing conversations.
• Contract performance management — understands how federal contracts are evaluated, what drives CPARS ratings and award fee outcomes, and how to position programs to perform well against those criteria.
• Financial acumen — brings working knowledge of how delivery performance connects to business financials and applies that perspective in program decisions and team coaching.
• PM coaching and development — invests in the people on the team and builds capability deliberately, including through change management as the PMO evolves.
• Technology modernization — understands how to evolve a PMO's use of tools and automation as the organization scales and brings practical experience making it happen.
• Organic growth and recompete contribution — works with BD as a delivery-side partner in client retention, account expansion, and recompete strategy.
• Proposal and solutioning contribution — translates delivery experience into competitive proposal content and brings operational credibility to BD activities.
• Executive presence and client credibility — represents the company at senior government and corporate leadership levels with substance and confidence.
• Collaborative with BD, the Director of Cyber Solutions, the SBU Strategic Growth Team, and shared services functions — gets the most out of those relationships without losing accountability for outcomes.
• Agile and adaptive — brings flexibility in delivery approach and drives the PM team to match methodology to the work.
• Ability to meet minimum clearance requirements.
• Ability to work nights, weekends, and holidays as required.
• Ability