Delivery Manager

Anchanto | Job Description

PBU Delivery & Agile Operations Manager – OMS

Location: Pune, India | Reports to: Product Business Unit Head | Experience: 6+ Years | Type: Full time, Work from Office

About the Role

Anchanto is a global enterprise-grade B2B SaaS company. We provide cloud software for brands, retailers, and logistics providers to manage orders, inventory, marketplaces, fulfilment, parcel tracking, and omnichannel commerce.

As Anchanto evolves toward integrated Product Business Units (PBUs), we need a leader who can run the delivery operating system of a business unit. This role combines multi-pod Scrum leadership, program delivery, resource and capacity planning, financial visibility, operational governance, and PBU administration.

This is not a ceremony-only Scrum Master role. The person is expected to independently create structure, maintain a single view of all commitments, challenge unrealistic plans, hold senior stakeholders accountable, and ensure work gets delivered with speed, predictability, and quality. The role requires a strong presence with Product, Engineering, QA, DevOps, Customer Delivery, Support, and the PBU Head.

Why This Role Exists

The PBU model brings Product, Engineering, QA, Architecture, DevOps, Implementation, and Support closer together around a single product outcome. To make this model work, the PBU needs one owner for delivery rhythm, portfolio visibility, resource loading, risk management, operational discipline, and leadership reporting. This role exists to ensure that the PBU does not depend on fragmented trackers, informal follow-ups, or late escalations.

What You Will Own

The role owns nine areas. The expectation across all of them is the same: strong ownership, data over opinion, early visibility of risk, clear accountability, and reliable execution.

• Multi-pod Scrum and Agile delivery management

• Manage approximately 6 to 10 active Scrum teams or delivery pods in parallel, with the ability to scale the operating cadence as the PBU grows.

• Ensure effective sprint planning, backlog refinement, daily Scrum, reviews, retrospectives, and Scrum of Scrums without creating unnecessary ceremony.

• Ensure every pod has a clear sprint goal, ready backlog, acceptance criteria, realistic capacity plan, visible dependencies, and agreed Definition of Ready and Definition of Done.

• Monitor and improve commitment reliability, cycle time, lead time, throughput, scope churn, spillover, defect leakage, escaped defects, and release predictability.

• Improve velocity and flow sustainably without compromising quality or using story points as an individual productivity measure.

• Coach teams toward self-organisation while holding teams and leaders accountable for agreed process and delivery standards.

• Identify recurring blockers, late requirements, delayed QA, weak Jira hygiene, and process failures, and drive root-cause corrective action.

• Integrated delivery and portfolio planning

• Maintain one consolidated delivery plan across product roadmap, customer projects and customisations, technical debt, innovation, compliance, production incidents, and L3 support.

• Translate PBU priorities into executable milestones, pod plans, owners, dependencies, and resource requirements.

• Maintain visibility of planned versus actual progress, delivery confidence, critical path, scope changes, customer commitments, and roadmap displacement.

• Ensure customer-specific work does not silently displace roadmap commitments without an explicit business decision.

• Classify work as reusable product capability, hybrid product/customer work, or customer-specific customisation to support the right product and commercial decision.

• Support quarterly planning, monthly operating reviews, and major reprioritisation decisions with clear options and impacts.

• Maintain decision logs for material scope, priority, resource, budget, and date changes.

• Resource loading and capacity management

• Maintain a current capacity and allocation view across Product, Engineering, QA, Architecture, DevOps, Design, Implementation, and Support.

• Identify overload, underutilisation, shared-resource conflicts, skill bottlenecks, and single points of failure before they affect delivery.

• Recommend pod composition based on work requirements, available skills, and delivery risk.

• Present practical trade-off options when capacity is insufficient, including scope reduction, phased delivery, resequencing, date revision, temporary reallocation, hiring, or contracting.

• Prevent teams from accepting commitments without validated scope, dependencies, and confirmed capacity.

• Track planned versus actual utilisation and explain material variance.

• Delivery accountability and stakeholder leadership

• Act as the operating owner for PBU delivery and ensure commitments are converted into clear plans, owners, dates, and closure.

• Hold Product Managers, Engineering Managers, QA Leads, Architects, and other stakeholders accountable for agreed actions and standards.

• Conduct difficult delivery conversations when scope, dates, quality, resource availability, or process discipline are at risk.

• Challenge unrealistic commitments, incomplete requirements, unsupported dates, and unapproved customer promises with facts and alternatives.

• Escalate unresolved issues to Engineering Heads, the PBU Head, or leadership with impact, options, recommendation, and decision required.

• Maintain a visible and credible presence across the PBU; this role must not operate as a passive coordinator or status chaser.

• Financial and commercial governance

• Work with Finance and PBU leadership to track planned versus actual effort, budget consumption, forecast to complete, vendor or contractor cost, rework, and support cost.

• Maintain operational cost visibility for major roadmap initiatives and customer projects.

• Support customer-project margin and cost-to-value discussions by providing reliable delivery, effort, and forecast data.

• Identify material variance early and recommend corrective action.

• Ensure scope changes are reflected in effort, schedule, resource, and commercial discussions.

• Distinguish clearly between effort, cost, budget, billing, revenue, and margin. Formal accounting remains with Finance; this role owns the reliability of delivery inputs.

• Quality, release, and production governance

• Create and maintain PBU-level release-readiness criteria covering functional completion, regression, integration, security, performance, open defects, rollback, monitoring, and support readiness.

• Facilitate go/no-go discussions and provide a clear delivery recommendation based on risk and evidence.

• Track defect leakage, production incidents, rework, release failures, and recurring root causes.

• Ensure RCAs have clear owners, corrective actions, due dates, and verified closure.

• Include L3 support and production incidents in capacity plans so support demand is visible rather than treated as an unplanned interruption.

• Ensure delivery speed does not compromise quality, security, customer experience, or compliance.

• PBU administration and team operations

• Coordinate smooth onboarding for new PBU members, including access, tools, product orientation, process induction, stakeholder introductions, role clarity, and required training.

• Coordinate employee exits with HR, IT, Security, Finance, and functional managers, including access revocation, knowledge transfer, work reassignment, asset return, and documentation handover.

• Maintain the PBU roster, role map, allocation view, onboarding status, and critical knowledge coverage.

• Identify skill gaps and coordinate training, coaching, hiring, or external support.

• Ensure critical knowledge and delivery responsibility are not concentrated with one individual.

• Compliance and operational controls

• Track PBU obligations related to ISO, GDPR, information security, data retention, customer audits, internal controls, and market or regulatory requirements.

• Coordinate with Security, Legal, Compliance, Product, and Engineering owners to ensure actions and evidence are completed on time.

• Maintain compliance actions, evidence, owners, and due dates, and escalate overdue or high-risk items.

• Ensure compliance work is included in delivery plans and resource allocations rather than managed outside the operating plan.

• Support audit preparation and closure of observations for the PBU.

• Leadership reporting, systems, and continuous improvement

• Create a concise weekly PBU operating report covering delivery health, milestones, confidence, capacity, roadmap versus customer work, quality, production health, cost or effort variance, risks, recovery actions, and decisions required.

• Run weekly delivery reviews, cross-pod dependency reviews, release-readiness reviews, monthly leadership reviews, and quarterly planning retrospectives.

• Ensure Jira, Confluence, portfolio views, RAID logs, decision logs, and dashboards operate as trusted systems of record.

• Automate reporting, Jira hygiene, risk detection, meeting summaries, dependency tracking, and readiness checks wherever practical.

• Use AI and automation responsibly to improve delivery speed, data accuracy, and management visibility.

• Measure whether process changes improve predictability, quality, flow, and team effectiveness; remove governance that does not create value.

Cross-Functional Operating Model

Partner

Primary partnership area

PBU Head

PBU priorities, investment choices, portfolio trade-offs, budget, and final escalation decisions

Product Management

Roadmap, problem definition, business value, requirements readiness, and product-versus-custom decisions

Engineering Managers / Engineering Head

Technical execution, engineering capacity, architecture, quality practices, skill development, and people leadership

QA, DevOps, Security, and Architecture

Release readiness, test coverage, environments, production health, security, compliance, and technical dependencies

Customer Delivery, Sales, and Customer Success

Customer commitments, implementation milestones, scope changes, commercial assumptions, and escalation

Finance

Budget, cost rates, forecast, project financials, margin visibility, and reconciliation

HR, IT, and Administration

Onboarding, exits, access, assets, employee operations, and workforce records

What Good Looks Like After 12 to 18 Months

• The PBU has one trusted, current view of all roadmap, customer, technical, compliance, and support commitments.

• Six to ten parallel pods operate with predictable delivery rhythm, clear dependencies, and strong quality discipline.

• Leadership receives concise, decision-ready visibility rather than manual status collection.

• Capacity conflicts, skill gaps, and delivery risks are identified early and resolved through explicit trade-offs.

• Customer commitments do not silently displace roadmap work.

• Quality, security, release readiness, and production health are integrated into delivery planning.

• Budget, effort, and cost variance are visible and used in priority and investment decisions.

• Onboarding, exits, access, compliance, and audit actions are completed reliably and on time.

• The PBU operates proactively and independently, with fewer escalations caused by unclear ownership or missing information.

• The delivery operating model improves continuously through automation, AI, and measurable process improvement.

Skills and Experience

• 6+ years across software delivery, program management, project management, Agile delivery, product operations, or engineering operations.

• At least 5 years managing Agile software delivery teams, including demonstrated responsibility for multiple teams or workstreams in parallel.

• Experience managing at least 4 teams directly; experience with 6 or more parallel squads or pods is strongly preferr