General information

Location

Remote

Function

Technology

Business Unit

Shared Services

Full-time/Part-time

Full Time

Salary Range Min - Max (USD)

$167703 - $268325

Country

United States

Date

17-Aug-2026

Job ID

5831

Description & Requirements

JOB SUMMARY:

The Senior Director, Strategic Delivery, is accountable for how One Call delivers its strategy - the operating model, the leadership bench, and the outcomes of the enterprise's most consequential initiatives. Reporting to the VP, Delivery Management, this role leads the delivery leadership layer - Directors and Principal Delivery Managers - and owns the delivery capability as an investment: its operating model, its multi-year capability strategy, its funding case, and its performance against enterprise strategic priorities. Where a Director of Delivery Management is accountable for the health of a managed portfolio and the growth of the delivery managers in it, this role is accountable for the design of the system those portfolios run inside, and for the delivery of the strategic portfolio itself - the Tier-1 initiatives on which the enterprise strategy depends.

You are a leader of delivery leaders - your success is measured by the strategic outcomes the enterprise realizes, the durability of the operating model you build, and the strength of the leadership bench you leave behind.

ESSENTIAL DUTIES & RESPONSIBILITIES:

A senior delivery leader accountable to:

• OWN the enterprise delivery operating model - how strategy becomes funded, sequenced, governed, and delivered work.
• DELIVER the strategic portfolio - the Tier-1 initiatives the enterprise strategy depends on.
• BUILD the delivery leadership bench - develop Directors and Principals, and own succession for the function.

Delivery Strategy & Operating Model - 25%

• Own the multi-year strategy for the delivery capability; define what the function must become to deliver the enterprise's ambition, and stage the path to get there.
• Design and evolve the enterprise delivery operating model - intake, funding, sequencing, governance, and value streams - so strategy converts to delivered outcomes without organizational friction.
• Set the standards the function operates to: PDLC practices, SDLC/Change Management controls, and delivery governance in a regulated environment; ensure governance enables rather than impedes flow.
• Own the structural decisions - organizational design, sourcing mix, and where delivery capability sits - and make the case for change when the current shape stops working.

Leadership of Delivery Leaders - 25%

• Directly manage Directors of Delivery Management and Principal Delivery Managers; own hiring, performance management, and development for the leadership layer.
• Coach leaders on leading - organizational judgement, executive credibility, talent decisions, and holding standards under pressure; build the capability to build capability.
• Own succession planning for the delivery function end to end; partner with the People team on leveling, compensation calibration, and the career ladder.
• Set the culture of the function - ownership, empiricism, and disciplined agile values applied in practice rather than cited.
• Resolve competing demands for delivery leadership across the enterprise; allocate scarce leadership capacity to optimize enterprise outcomes, not individual stakeholders.

Strategic Portfolio Accountability - 20%

• Own delivery accountability for the strategic portfolio - the Tier-1 initiatives tied directly to enterprise strategy - including outcomes, sequencing, and cross-initiative dependencies.
• Arbitrate between competing strategic priorities; make and defend the trade-off calls that individual portfolios cannot resolve.
• Own aggregate delivery health across the leadership layer - capacity, flow, risk posture, and milestone performance - and act on systemic patterns rather than reporting them.
• Partner with Product, Engineering, and Business leadership as the delivery voice in enterprise planning, prioritization, and investment forums.
• Lead delivery for enterprise-level events - M&A integration, platform transitions, and regulatory programs - where failure is not recoverable inside a single portfolio.

Executive & Governance Communication - 15%

• Own the delivery narrative at the executive level: what the enterprise is delivering, what it is trading away, and what it must decide.
• Own the board-level and executive governance rhythm for strategic delivery - status, risk, and decision forums; present recommendations, not just reporting.
• Translate portfolio-level delivery reality into executive-relevant insight; frame trade-offs and recommendations clearly and early.
• Represent One Call's delivery capability externally where it serves the enterprise - vendors, partners, and the practitioner community.

Investment, Capacity & Functional Health - 15%

• Own the investment case for the delivery function - headcount, contractor mix, tooling, and capability spend - and defend it with evidence of realized delivery outcomes.
• Partner with Finance on multi-year capacity modeling and investment sequencing; own the function's budget performance.
• Use aggregated flow metrics (throughput, cycle time, WIP, flow efficiency) to drive organizational design and investment decisions - not to report status.
• Sponsor automation and AI leverage across delivery workflows in partnership with the AI/Automation function; scale what works across the whole capability.

EDUCATIONAL AND EXPERIENCE REQUIREMENTS:

• Bachelor's degree in a related field (Business, Information Systems, Engineering) or equivalent experience.
• 13+ years of delivery, program, or portfolio management experience in complex, cross-functional environments.
• 6+ years of direct people management experience, including managing managers or directors of delivery, program, or engineering functions.
• Proven ownership of an enterprise delivery operating model or comparable cross-portfolio system - designed and implemented, not inherited.
• Demonstrated accountability for the delivery of enterprise-critical, strategy-linked initiatives with executive and board visibility.
• Proven ownership of a functional budget or investment portfolio, including multi-year capacity and headcount planning.
• Demonstrated executive-level communication and stakeholder management; credible owning delivery performance, risk, and investment with the C-suite.
• Deep fluency in Lean, Disciplined Agile, Kanban, or Continuous Delivery - applied in practice, not just certified.
• Extensive experience with SDLC/PDLC governance, Change Management, and Risk/Security frameworks in regulated environments.

Strongly Preferred:

• Healthcare, Insurance, or other regulated-industry experience.
• Experience building a delivery function's leadership layer - hiring and developing Directors or Principals, not only practitioners.
• Agile certifications (DASSM, SAFe SPC, PgMP, or equivalent).
• PE-backed, M&A, or turnaround environment experience, including integration delivery accountability.
• Care coordination or claims management domain knowledge.
• Experience with enterprise portfolio capacity planning and investment optimization.

ESSENTIAL KNOWLEDGE, SKILLS & ABILITIES:

• Leader of delivery leaders - develops Directors and Principals; measures personal success by the capability and outcomes of the leadership layer, not personal throughput.
• Operating-model architect - designs the systems, structures, and governance that convert strategy into delivered outcomes at scale.
• Systems Thinker - sees how organizational design, funding model, governance, and talent interact to produce delivery performance, and intervenes at the highest-leverage point.
• Enterprise judgement - makes and defends trade-offs across competing strategic priorities; optimizes for the enterprise over any single stakeholder.
• Executive and board credibility - earns influence through accuracy and sound reasoning; brings recommendations, not just reporting.
• Investment discipline - treats the delivery function as capital deployed and can prove the return.
• Sound judgement on people decisions at the leadership level - hiring, leveling, succession, and the hard conversations; earns trust through consistency and fairness.
• Comfortable operating in ambiguity - creates clarity, structure, and direction for an entire function without waiting for permission.
• Ability to work in an environment that aligns with the company's diversity, equity, inclusion and belonging standards.
• Ability to work both independently and in a team environment.
• Demonstrate our core values of Think Big, Go Fast, Deliver Awe, Win Together and Care Deeply.

PHYSICAL/MENTAL DEMANDS & WORK ENVIRONMENT:

• This position will be performed in the colleague's home. Work-from-home requirements include the colleague's ability to set up computer equipment within their home office. Occasional in-person team meetings may be required depending on the position.
• This job is primarily sedentary and may involve repetitive motions; the colleague must be able to remain in a stationary position for extended periods of time, operate a computer and other office equipment, assess information and files stored electronically, and converse/exchange accurate information with others, simultaneously.
• The colleague must be able to discern text displayed on a monitor, input data into specific fields using a keyboard, and adjust focus to distances of up to three feet.
• The colleague must have the ability to learn new tasks, follow established processes, maintain focus, complete tasks independently, complete multiple tasks simultaneously, communicate professionally with colleagues and customers, and complete tasks in situations that have a speed or productivity requirement.
• The colleague must be able to manage moderate to significant mental stress as a result of, but not limited to, a dynamic and heavy workload.

Please be advised that job descriptions typically change over time as business needs, job requirements, and employee skill levels change. As such, One Call retains the right to change or assign other duties to this position at any time.