Service Delivery Manager - Remote

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• Offering life-changing career opportunities to talented software professionals across the Americas.
• Building highly-skilled software development teams for hundreds of the world’s greatest companies.
• Having delivered hundreds of successful custom software solutions, which have positively impacted the lives and careers of millions of users.
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We are looking for a hands-on, service-minded Delivery Manager to own the enterprise application support and BAU (business-as-usual) enhancement engagement for a global agricultural science client's R&D IT organization. This is not a build-from-zero software program. It is a live operations engagement spanning three connected work streams: a consolidated Level 1 service desk that acts as the single point of contact for triage, basic troubleshooting, and service requests;

domain-aligned Level 2 specialists across six application portfolios who take L1 escalations and drive complex resolution; and a stream of low-risk minor enhancements delivered by that same L2 team alongside the ticket queue. Our teams are folded into the client's existing support model and interface directly with their internal Level 3 engineering, product, and platform teams.

You are the escalation path above the Project Manager and the person accountable when a priority-one incident lands, when an SLA is at risk, when a staffing or billing issue arises, or when the client identifies a gap in our delivery. You own the client relationship from executive sponsor and procurement through to tactical application and business unit managers, you own engagement financials and SOW compliance, and you own the people: staffing decisions, coverage, performance, and retention across a team distributed between the United States and Colombia working US Eastern hours.

• Engagement Vision, Strategy, and Operating Model:
  Own how this engagement runs. Define and continuously tune the L1 and L2 operating model, queue design, prioritization rules, and the governance that keeps decentralized L2 specialists aligned with the centralized L1 team and with the client's internal L3 teams.
• SLA and KPI Accountability:
  Own attainment of contracted response and resolution targets across P1 through P4, first contact resolution, service request turnaround, and BAU delivery metrics including estimation accuracy, on-time delivery, and defect leakage. Own the measurement definitions, the reporting mechanism, and the corrective action plan when a target is missed, including any service credit or penalty exposure.
• Major Incident and Escalation Command:
  Act as the escalation path above the Project Manager. Take control of P1 and high-visibility situations, run the communication cadence while the issue is open, and own the root cause analysis and the remediation commitments made back to the client.
• Staffing, Shift Coverage, and Trade-offs:
  Make staffing decisions and trade-offs across a distributed team: shift patterns and coverage windows, holiday and vacation planning, on-call rotation, backfill, and ramping new resources without degrading service. Balance ticket-driven operations against the minor enhancement backlog so neither starves the other.
• Performance Management and Team Health:
  Own performance management, team satisfaction, HR concerns, and monthly one-on-ones with every team member. Support engagements live on retained context, so managing attrition risk deliberately is part of the job.
• Engagement P&L and Commercial Governance:
  Own the engagement's internal financial health under a fixed-fee structure: capacity and utilization against contracted coverage, delivery cost versus margin, backfill and ramp cost, and the effect of attrition or over-servicing on the bottom line. Own commercial-level scope change, risk, issues, and decisions, including the line between contracted minor enhancements and work that requires a separate change order.
• Weekly Client Service and Progress Review:
  Run the standing weekly review with the client. Cover what shipped and what was resolved last week, what's planned for the week ahead, SLA and KPI attainment against the SOW, open risks and escalations, staffing changes and coverage, and the enhancement pipeline and its priorities. Give the client advance visibility into upcoming invoicing and any commercial items on the horizon so nothing arrives…