Service Delivery Manager

• Own service delivery governance across assigned business units, ensuring delivery commitments, priorities and outcomes are clearly understood and achieved. Priorities and work assignment for work directed by global stakeholders remain with those stakeholders; the SDM is accountable for operational delivery of services fully transitioned to the local team.
• Establish effective delivery governance, operating rhythms and performance reporting across multiple teams and workstreams.
• Ensure delivery is aligned with business objectives, customer expectations and agreed service commitments.
• Support accountability across delivery teams by proactively raising blockers, dependencies, risks and issues with the responsible stakeholders and escalating where needed.

• Build strong, trusted relationships with business stakeholders, technology leaders, product owners, project managers and delivery teams.
• Act as a key point of contact for service and delivery-related matters, providing clear and transparent communication on progress, capacity, risks and priorities.
• Facilitate regular stakeholder reviews, QBRs and delivery forums, ensuring actions and decisions are documented and followed through.
• Understand stakeholder needs and translate them into clear local actions, resourcing requirements and actionable outcomes, without altering task priorities set by global stakeholders.
• Run a fortnightly or monthly cadence with global stakeholders (Product Managers, Product Owners, Technical Leads and Engineering Managers); collect, consolidate and track feedback on local team members.
• Attend sprint demos and reviews to understand what and how the team is delivering, so that feedback and coaching are well informed.
• Align with stakeholders on workforce and capacity risks (attrition, planned absences, hiring needs) and remain reliably available for cross-time-zone calls and escalations.
• Partner with vendors and outgoing teams during transitions, managing expectations on timelines, scope and handover quality.

• Support delivery of projects and initiatives across multiple technology teams through demos, reviews and Jira dashboards (read-only), ensuring scope, timelines, dependencies, risks and outcomes are visible and actively managed with the responsible stakeholders.
• Coordinate local capacity, availability and resourcing across multiple concurrent initiatives, working with global stakeholders who own prioritisation and work assignment.
• Apply Agile, Lean and appropriate project management practices to improve predictability, flow and delivery outcomes.
• Monitor delivery milestones, capacity and key performance indicators and drive corrective action through the responsible stakeholders where required.

• Plan and optimise local team capacity, availability and rosters across competing priorities and workstreams, in partnership with global stakeholders who direct work allocation.
• Identify resource constraints, capability gaps and emerging capacity requirements and work with leadership to address them.
• Support workforce planning, recruitment requirements and effective utilisation of delivery resources.
• Work with team leaders and managers to ensure appropriate skills, coverage and succession plans are in place.

• Establish and maintain delivery governance, standards and controls to ensure consistent and high-quality outcomes.
• Track KPIs, service performance, delivery health, risks, issues and dependencies, providing timely escalation and resolution.
• Drive effective risk and issue management, ensuring mitigation and recovery plans are established for material delivery risks.
• Ensure appropriate documentation, SOPs, knowledge transfer and operational readiness are maintained.

• Drive continuous improvement initiatives that improve delivery efficiency, quality, customer experience and team effectiveness.
• Identify opportunities to simplify processes, improve automation, reduce operational friction and strengthen delivery maturity.
• Promote adoption of Agile, Lean, DevOps and other relevant delivery practices where appropriate.
• Use delivery data, stakeholder feedback and operational insights to identify and implement measurable improvements.
• Use Jira workflows and dashboards (as a read-only observer) to understand team flow, workload and delivery health.
• Model responsible use of AI tools and apply them to feedback summarisation, reporting, documentation and pipeline tracking.

• Lead, coach and mentor delivery professionals and team leaders, fostering a culture of collaboration, accountability and continuous learning.
• Develop high-performing teams through regular feedback, capability development and clear performance expectations.
• Create an environment that encourages ownership, innovation, knowledge sharing and customer-centric behaviour.
• Support effective change management and help teams adapt to evolving business and technology priorities.
• Coach team members on productivity and effectiveness, particularly when the need arises from stakeholder feedback, in partnership with the stakeholders concerned.

• Ensure projects and technology initiatives have appropriate transition plans before moving into production or ongoing service operations.
• Coordinate with service operations and support teams to ensure effective handover, documentation, training and knowledge transfer.
• Ensure operational readiness, support ownership and post-implementation activities are clearly defined.

Where a service or module moves from a vendor or global team to the local team for full ownership, the SDM owns the transition end to end.

• Plan: Define scope with the outgoing party, build the transition plan (knowledge transfer, shadowing, reverse shadowing, handover) and align contractual aspects with vendor management, procurement and legal where relevant.
• Resourcing: Assess skills and capacity, identify owners, plan hiring ahead of need, arrange training, and manage key-person dependencies and workload impact on individuals.
• Governance: Run regular checkpoints, track milestones and risks, hold the outgoing party to its obligations, and ensure access, environments, tooling and compliance are in place.
• Readiness: Agree objective readiness criteria and sign-off gates, plan hypercare, and set up Jira workflows, queues and escalation paths for the service.
• Steady state: Remain accountable for SLA performance, incident trends, capacity and key-person risk; hold 30/60/90-day reviews and capture lessons learned. Daily work direction sits with a designated local service owner or tech lead.

Global stakeholders own the evaluation of work, performance judgements and day-to-day development conversations. The SDM drives the process, ensures it runs on time and with quality, and supports both sides.

• Appraisals: Drive the calendar, briefings, templates and follow-up for goal setting, mid-year check-ins, stakeholder input, ratings and calibration; quality-check inputs for gaps, bias and missing evidence; facilitate delivery of final feedback.
• PIPs: Ensure stakeholder-defined expectations are specific, measurable and time-bound; set review cadence, track progress, keep records and coordinate outcomes with HR.
• Probation: Track timelines, trigger checkpoints, consolidate evidence-based assessments and coordinate confirmation or extension.
• 1:1s: Ensure stakeholders hold regular 1:1s. Hold local check-ins focused on wellbeing, workload, aspirations and concerns, not task direction.
• Growth: Run promotion and role-change processes; shape development plans and coordinate stretch opportunities with stakeholders.

Global stakeholders define requirements and decide technical and team fit. The SDM runs the end-to-end process and keeps everyone informed.

• Intake: Initiate new and replacement requisitions; run calibration calls with stakeholders on scope, must-have skills, seniority, fit and working hours; convert them into a hiring brief.
• Sourcing and screening: Work with talent acquisition, screen profiles against calibrated requirements (including a first-level technical fit check), and share shortlists with a fit-and-gap summary.
• Interviews: Coordinate panels across time zones, brief interviewers, chase timely evidence-based feedback, and monitor pipeline health.
• Reporting and closure: Share regular progress updates (pipeline, time-to-hire, risks), facilitate the selection discussion, and coordinate offer, negotiation, notice-period tracking and joining.

• Manage WFH/WFO rosters and ensure availability during business hours and overlap windows with global teams.
• Approve and track leave in the local system, and communicate planned absences to stakeholders to avoid delivery impact.
• Own the pre-joining and first-30-days experience for new hires, and coordinate access, equipment, offboarding and vendor-related administration with HR, IT and admin.
• Ensure compliance with local policy and code of conduct.

• Be the first point of contact for team members' concerns; monitor workload, morale and burnout risk and raise issues with stakeholders.
• Represent team aspirations (career, projects, learning) to global stakeholders.
• Mediate conflicts or misalignment between global stakeholders and local members, including cross-location cultural friction.

Escalate risks, attrition signals and systemic issues to senior leadership with recommendations

• Proven experience managing multiple concurrent initiatives and leading multi-disciplinary technology teams. Proven experience running appraisal cycles, PIPs, probation reviews and leave management; driving end-to-end recruitment or hiring coordination for technology roles; and leading a service, module or knowledge transition, including vendor or cross-team handovers.
• 15+ years of total professional experience, including 5+ years of delivery management and/or project management experience and 4+ years managing people in technology or engineering teams.
• Degree in Information Technology, Computer Science, Business, Engineering or a related field (or equivalent experience). Relevant certifications such as PMP, PRINCE2, Scrum/Agile, SAFe, ICAgile, ITIL, CIPD or equivalent are advantageous.
• Normal business hours, with flexibility required to support global stakeholders and delivery requirements, including cross-time-zone calls, overlap windows and escalations.

#LI-YS1#FCMIN#LI-Onsite

Since our beginning, our vision has always been to open up the world for those who want to see. 

As a global travel retailer, our people come from all different backgrounds, and our connections spread to the far reaches of the globe - 20+ countries and counting! Together, we are a family (we call ourselves Flighties).  

We offer genuine opportunities for people to grow and evolve. We embrace new experiences, we celebrate the wins, seize all opportunities, and empower all of our people to find their Brightness of Future. 

We encourage you to DREAM BIG through collaboration and innovation, and make sure you are supported to make incredible ideas a reality. Together, we deliver quality, innovative solutions that delight our customers and achieve our strategic priorities. 

Applications close: 23 Nov 2026 India Standard Time

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