Service Delivery Manager

IS, Birmingham or Northampton. Hybrid with 3 days in the office and travel to other office locations as required.

Term type: Permanent

Team: IS

Location: Birmingham or Northampton. Hybrid with 3 days in the office and travel to other office locations as required.

Reporting line: Head of IS :
Technical Services.

Direct Reports: Service Desk Team Leader and Technical Support Lead

The Service Delivery Manager is responsible for ensuring that IT services across the firm are delivered effectively, consistently and in line with business expectations. This role is accountable for overall service performance, standards and outcomes across a multi-site legal environment, ensuring high levels of service availability, responsiveness and user satisfaction. The role leads through clear expectations and oversight of service delivery, with Service Desk and Operations Support Team Leaders accountable for the day to day running of the service.

The Service Delivery Manager ensures service delivery is controlled, predictable and aligned to agreed standards, intervening where performance, capacity or quality begins to drift. The postholder acts as the bridge between IT operational teams, third party suppliers and the wider business, owning service performance, driving continual improvement and ensuring that technology services support the needs of lawyers and business services teams across all office locations.

Issues, risks and capacity pressures must be made visible and addressed, not absorbed within teams. This is a key leadership role in maintaining a stable, client focused and commercially effective IT service for a modern law firm, ensuring clear ownership, consistent standards and accountability across the service.

The Information Systems (IS) team at Shoosmiths plays a pivotal role in the technological enablement of the firm, ensuring the seamless operation of all computer systems. With a focus on delivering robust and efficient technology services, the IS team is divided into two main departments:
Applications and Technical Services. The Applications department is tasked with the development, maintenance, and support of the software applications vital to the firm's operations. Meanwhile, the Technical Services department is dedicated to the upkeep of the firm's computer architecture, providing operational support, diagnosing hardware and software issues, and configuring the back-office computing infrastructure. Together, these departments strive to deliver innovative solutions that cater to the evolving needs of the firm's user base, underpinning Shoosmiths' commitment to excellence in legal service provision.

• Accountable for the end-to-end delivery of IT support services across the firm, ensuring alignment to business priorities and user needs
• Accountable for service performance against agreed service levels and key performance indicators, taking early and decisive action where standards or outcomes drift
• Ensure Service Desk and Operations Support Team Leaders maintain effective day to day control of service delivery, including queues, backlog, workload and escalation
• Ensure consistent application of incident, request, problem and change disciplines, maintaining service stability and predictability
• Provide senior operational leadership during major incidents, ensuring clear communication, structure and business confidence, and own post incident review and follow through
• Maintain oversight of service health, including trends, recurring issues, operational risk and capacity, ensuring issues are identified and addressed early rather than absorbed.

• Build and maintain strong relationships with stakeholders across legal and business services teams, ensuring service aligns to business expectations
• Act as the senior point of accountability for service performance and escalations
• Ensure service delivery reflects the pace, expectations and client standards of a professional services environment
• Communicate clearly on service performance, issues and improvement activity, ensuring transparency and trust.

• Hold third party suppliers accountable for service performance, quality and delivery outcomes, not just contractual measures
• Ensure supplier performance issues are visible, escalated and addressed in a timely manner
• Lead service reviews and support contract renewal and improvement discussions
• Ensure supplier activity aligns with internal service standards, processes and governance expectations.
• Own the identification, prioritisation and delivery of service improvements
• Ensure improvements are driven by service data, trends and recurring issues, not anecdotal feedback
• Ensure issues raised by team leaders are translated into structured and measurable improvement actions
• Drive improvements in automation, self-service, knowledge management and operational efficiency
• Support service design and transition activity, ensuring new or changed services are…