Delivery Manager

#### **Organizational Profile** CarePortal is Care-Sharing technology that drives action for local kids and families in crisis. We believe that through the Church and Community, there can be More Than Enough care for every child, through the power of Care-Sharing and the love of Jesus. Our goal is to **scale meaningful connections** through the local church, making a lasting impact on the lives of everyone involved. We mobilize robust Care-Sharing Networks and lead with **Courage, Humility, and Excellence.** We do this through the local Church and in collaboration with child-serving organizations, businesses, and people who care—that’s where you come in. **Position Summary** The Delivery Manager makes commitments visible across CarePortal and makes them close. The role owns the operating discipline that connects strategy to delivery: documenting and communicating OKRs (which the VP of Product and Sr. Director of Engineering author), capturing and shepherding requirements for initiatives that lack an embedded Product Manager, running the operating ritual cadence, surfacing impediments and flow risk, and making tech-debt and capacity tradeoffs visible. This role exists because CarePortal runs initiatives at scale that do not yet have embedded Product Managers, and the operating discipline that connects strategy to delivery needs a clear owner. The Delivery Manager operates as a servant leader. Authority comes from clearing the path and shepherding work to closure, not from enforcing a top-down plan or auditing process compliance. Closure leverage comes from activating the VP of Product and Sr. Director of Engineering's authority and shepherding work through delivery, not from personal closing power. The role supports multiple cross-functional teams and serves as the day-to-day operating partner to the VP of Product and Sr. Director of Engineering. The role is measured by whether commitments close, whether engineers can act on the requirements that come in, and whether the operating system gets healthier over time. It is not measured by meeting volume, ticket count, or process compliance. **Your Responsibilities Include:** **Own Objective and Key Results (OKR) operating discipline** - Own the documentation and communication of quarterly OKRs across teams. OKR authorship stays with the VP of Product and Sr. Director of Engineering; everything around authorship, including clarity, visibility, tracking, and follow-through, is owned by this role. - Track quarterly OKR progress with monthly updates. Surface risks early. Escalate when commitments are at risk. - Track key result progress and surface risk to OKR commitments. Keep the cross-team dependencies behind those key results visible. - Maintain a frequent, low-ceremony reporting cadence with the VP of Product, Sr. Director of Engineering, and Product Managers. Status visibility is proactive, not extracted. **Capture and shepherd requirements for initiatives without an embedded Product Manager** - Receive and document requirements from quarterly initiatives and engineering-led work that lacks an embedded Product Manager. - Translate incoming stakeholder and engineering asks into requirements engineers can act on. The asks come from elsewhere; the documentation, clarity, and execution discipline come from this role. - Shepherd requirements through delivery. Track what was committed, what shipped, and what slipped. Surface gaps before delivery is at risk. - Problem framing for non-PM initiatives stays with the VP of Product. The Delivery Manager translates framing into documented requirements and may be asked to step in on problem framing when needed. - Discovery work (user research, stakeholder interviews, opportunity framing) is not the default for this role and stays primarily with Product teams. - Run the operating ritual cadence. - Run a predictable cadence of operating rituals across the teams supported: - Daily standups and Kanban check-in: flow, WIP, blockers. - Monthly deli…