ROLE OVERVIEW
The Delivery Head leads an enterprise managed-services portfolio covering procurement and asset management, order management, supplier and catalogue management, software asset and licence management, trade and compliance, financial reconciliation and continuous improvement, amongst other shared services functions. The role is accountable for delivery against agreed service levels and for the performance of the teams delivering these services.
The role is the senior point of accountability for the client, leading governance and working with service owners and stakeholders across procurement, finance, legal, security and compliance. The successful candidate will combine senior leadership with a strong understanding of operational processes, risks and exceptions.
The Delivery Head will also lead improvement and automation, develop the operating model, and contribute to new business through solution design, bids and client presentations. The role is based in Hyderabad and requires working from the office, client-site presence and escalation availability across a 24x5 operation.
KEY RESPONSIBILITIES
1. Service Delivery Leadership & Operational Excellence
Own delivery across every service line in the portfolio, with accountability for service levels, quality, throughput and customer satisfaction.
Run daily, weekly and monthly reviews, using trends and leading indicators to manage performance.
Act as the senior escalation point for operational issues, ensuring issues are resolved at the appropriate level.
Ensure each service line maintains current procedures, controls and audit evidence, with consistent quality assurance.
Plan capacity and coverage across service lines and shifts to meet changing demand.
2. Client Partnership & Governance
Act as the single point of contact and accountability to the client for the portfolio, across service owners, procurement, finance, legal, security and compliance stakeholders.
Chair operational, monthly service and quarterly business reviews, presenting performance, risks and corrective actions clearly.
Translate client priorities into delivery commitments, and translate delivery constraints into language the client can act on.
Build relationships with stakeholders responsible for the client’s budget and strategy.
Gather client feedback, act on it and communicate progress.
3. Commercial & Contractual Ownership
Own the commercial performance of the portfolio — cost to serve, margin, and the committed productivity and efficiency targets across the contract term.
Govern the service-level and service-credit regime: understand where exposure sits, prevent avoidable credits, and manage relief and remedy provisions correctly when performance slips.
Own change control and scope discipline — recognise out-of-scope work, price it through the agreed mechanism, and prevent unbilled scope creep from accumulating.
Maintain and apply the rate card for ad-hoc and project work, and keep the boundary between baseline service and chargeable work defensible.
Support annual pricing, volume re-baselining and contract amendment discussions with evidence from the operation.
Work within the organisation’s delegated authority and contractual obligations.
4. Transition, Transformation & Partner Management
Own the transition of scope into the portfolio — due diligence, knowledge transfer, shadow and reverse-shadow phases, gate criteria, cutover and the move into steady state.
Ensure transition stages meet agreed acceptance criteria before progression.
Manage subcontracted and partner-delivered service lines to the same standard as directly delivered ones, with a single accountable face to the client.
Manage post-transition hypercare, including agreed specialist support, duration and exit criteria.
Plan and execute structural change to the operating model, including consolidation of adjacent functions and the insourcing of scope where that is the agreed direction.
5. Continuous Improvement, Automation &…