Delivery Manager - JP Morgan Personal Investing

Job description

Delivery Manager About the role

We’re seeking a Delivery Manager who will lead complex, multi‑team programs within JP Morgan Personal Investing from strategy through to benefit realisation. You will own the delivery plan, orchestrate cross‑functional execution, and remove impediments. Beyond status and tracking, you will drive decisions, align stakeholders on outcomes, manage trade‑offs, and course‑correct rapidly to land scope, schedule, budget, and benefits.

This is a hands-on role for someone that wants to learn and operate quickly. Key responsibilities Outcome ownership and program leadership Translate business strategy into clear delivery outcomes, success measures, and incremental value milestones. Establish the integrated delivery plan and critical path; own execution to outcomes across multiple squads and vendors. Make and drive trade‑off decisions in partnership with Product/Tech/Business; ensure accountability and momentum.

Execution management Run tight delivery cadences (standups, dependency meetings, PI planning, exec touchpoints) that surface issues early and resolve them fast. Proactively identify and deconflict cross‑team dependencies; escalate with data and recommended options. Remove impediments across technology, process, and organisational boundaries; secure resources and decisions quickly. Risk, issue, and change control Maintain a forward‑looking risk posture; implement leading indicators and trigger conditions for early intervention.

Drive structured change control for scope/schedule/cost; quantify impacts and secure approvals. Implement recovery plans and stabilisation playbooks for at‑risk workstreams. Stakeholder alignment and communication Build a shared narrative for executives and teams; tailor updates to decision‑quality information. Facilitate design decisions and governance forums; document decisions, actions, and follow‑through to closure.

Manage expectations with business owners; align on value, timelines, and readiness.

Financial stewardship and benefit realisation

• Own forecasts, burn, and benefits tracking; drive variance remediation by adopting corrective action and validate post‑launch benefits Delivery methods, tooling, and data quality
• Apply pragmatic delivery methods (Agile, hybrid, or staged) suited to the work and risk profile.

Set and enforce data quality standards to ensure trustworthy reporting and decisioning. Partner with engineering for build readiness, release planning, non‑functional testing, and operational acceptance.

Change management and readiness Coordinate end‑to‑end readiness

process changes, comms, training, and support models. Drive adoption metrics post‑go‑live; lead transition to steady state.

Qualifications

7–10+ years leading complex, cross‑functional technology and business initiatives; proven delivery of multi‑team programs with significant integration and risk. Demonstrated ability to make data‑driven trade‑offs and land outcomes under ambiguity and time pressure. Strong command of Agile at scale and hybrid planning; experience with complex planning, dependency management, and release orchestration. Proficiency with Jira/Confluence a must, knowledge of other PPM platforms a plus.

Demonstrated ability to embed AI tools into workflows a significant bonus. Excellent facilitation and executive communication skills; comfortable influencing at senior levels and across vendors.

Solid financial management experience

forecasting, capitalisation, burn/variance analysis, benefits realisation. Sufficient technical fluency to partner effectively with architects and engineering leads on solution approach, risks, and cutover planning. What success looks like Predictable delivery of milestones on or ahead of plan, with transparent management of trade‑offs. Measurable benefit realisation against defined OKRs/benefits; accelerated time‑to‑value through incremental releases.

Reduction in critical delivery risks and faster time‑to‑resolution of issues and dependencies. High stakeholder confidence reflected in clear, action‑oriented communications and decisive governance.

Role competencies Bias to action

Converts signals into decisions and progress.

Systems thinking

Anticipates cross‑stream impacts; designs resilient plans.

Negotiation and influence

Aligns diverse stakeholders and vendors behind a single plan of record.

Analytical rigour

Uses metrics and leading indicators to steer delivery, not just report it.

Change leadership

Drives adoption and operational readiness, not just technical release.