Technical & Delivery Manager

The Technical & Delivery Manager is responsible for driving flawless execution of product and project delivery across ReguTech's technical organization. This role sits at the intersection of product strategy (Product Manager), technical execution (Engineering Manager, Tech Team Leads), and delivery governance (Programme & Project Management), ensuring alignment, removing blockers, and delivering business outcomes predictably.

You will own delivery success-timelines, quality, stakeholder confidence, and risk mitigation-while building and leading a high-performing delivery culture within the technical teams.

Delivery Execution & Governance (40%)

• Manage delivery cadence & quality gates: Define, communicate, and enforce delivery milestones, quality standards, and release criteria across projects and products.
• Own timeline predictability: Establish realistic roadmaps with product and engineering leadership; track progress daily; escalate risks early; deliver on commitments.
• Govern delivery processes: Build or enforce (if existing) delivery frameworks-stage gates, release checklists, handoff protocols-that reduce rework and prevent firefighting.
• Manage delivery risks: Identify blockers (dependency gaps, resource constraints, technical risks, stakeholder misalignment) before they derail delivery; drive mitigation.
• Stakeholder health: Keep product leadership, business stakeholders, and delivery teams informed on status, risks, and trade-offs; manage expectations honestly.

Product-Engineering-TTL Collaboration (35%)

• Bridge product and engineering: Work closely with the Product Manager (Head of Business & Product) to translate business

requirements

into achievable delivery plans; push back on scope or timeline conflicts grounded in engineering realities.

• Align with Engineering Manager: Coordinate with the Engineering Manager on technical approach, capacity planning, team capability, and architectural trade-offs affecting delivery.
• Work with Tech Team Leads (TTLs): Partner with TTLs on backlog clarity, dependency mapping, execution discipline, and unblocking technical or organizational obstacles.
• Clarify intent and acceptance: Ensure product, engineering, and delivery teams share a single definition of done; flag scope ambiguity or misaligned expectations early.
• Drive continuous feedback loops: Own weekly or bi-weekly sync cadence (product, engineering, delivery) to surface issues, reprioritize, and maintain momentum.

Team Leadership & Delivery Culture (20%)

• Coach for execution excellence: Build a delivery mindset-ownership, predictability, quality-across engineering and delivery teams; celebr…