Senior Director, Service Delivery and Quality

The Senior Director, Service Delivery & Quality is the senior leader accountable for how our delivery organization serves its largest public-safety customer — owning service quality, release governance, problem management, and the teams that deliver them: QA, support, release/program management, and business analysis.

Organizational Leadership

• Directly manage and develop the QA, support, release/program management, and business analysis functions
• Build the QA function from its current two-analyst state into an automation-first quality practice covering a ~20-application mission-critical portfolio
• Grow the support function from help-desk operations into a structured incident and problem management practice
• Develop the BA team toward embedded product ownership within application teams
• Build functions that run on documented process

Release Governance

• Govern the published release train — the single Forward Schedule of Change shared with the client — operated day-to-day by a release conductor role on the Senior Director’s team
• Own release gate policy, working with engineering/platform teams to ensure enforcement is automated in the delivery pipeline.

Incident & Problem Management

• Build and own the end-to-end problem management practice: formal Problem Records for every Priority 1 and Major Incident (timeline, multi-layer causation, corrective actions with owners and deadlines, prevention plan, verified closure)
• Deliver Root Cause Analysis reports within 5 business days of incident resolution, shared transparently with client leadership
• Enforce 30-day closure verification before problem records close
  
  Establish and own the Known Error Database (KEDB)
• Define incident communication protocols with structured escalation paths
• Chair the Monthly Stability Review with client leadership; lead the Quarterly Executive Briefing jointly with account leadership

Quality Assurance

• Define and own the QA governance framework: testing standards, validation coverage requirements, and defect management — weighted by service criticality tier
• Champion automation-first quality: characterization tests, contract tests, and pipeline-integrated validation as the primary quality mechanism, with structured manual testing where automation doesn’t reach
• Own defect management governance — triage, prioritization, SLA-aligned resolution, and shared client visibility through common tooling
• Jointly establish validation coverage targets with client stakeholders and hold delivery teams accountable to them

Metrics & Reporting

• Own the organization’s delivery and service metrics program: DORA metrics (deployment frequency, lead time, change failure rate, time to restore) alongside ITSM measures (incident recurrence, RCA timeliness, escape rate)
• Lead the joint definition, baselining, and agreement of program KPIs with client leadership — building the instrumentation where no baseline exists today
• Establish written-by-default reporting: dashboards and written status artifacts as byproducts of the work, replacing status meetings
• Own the client-facing reporting dashboard
• Maintain the Service Risk Register as a living document, reviewed jointly with client stakeholders
• Govern the service prioritization/tiering exercise with client leadership (Tier 1 Mission Critical / Tier 2 Operationally Important / Tier 3 Supporting) that sequences QA coverage and release scrutiny
• Track and report modernization and remediation progress at executive level; chair quarterly service risk reviews
• Govern adoption of shared ITSM tooling (Service Now and Jira integration) providing the client real-time visibility into incidents, problems, changes, and defects

Stakeholder Management

• Serve as the single point of accountability for service quality — the escalation point for unresolved quality or stability issues
• Note the scope: account leadership owns the overall client relationship, and application leads are client-facing for their applications. This role is the quality and service-governance voice in client forums, not the sole client interface
• Build trusted relationships with client operational and executive leadership, internal delivery teams, and the engineering and platform leaders alongside…