Delivery Lead - Enterprise Technology
Employer name not established · London, United Kingdom
As part of the application process, please submit a cover letter addressing the following question:
"What is your proudest moment advancing agility in a team? Tell us what you did, and one thing you learnt."
About us
Schroders is a global investment manager which provides active asset management, wealth management and investment solutions. We aim to provide excellent investment performance to clients through active management. We serve a diverse client base that includes pension schemes, insurance companies, sovereign wealth funds, endowments, foundations, high net worth individuals, family offices, as well as end clients through partnerships with distributors, financial advisers, and online platforms.
Established in 1804, we have around 5,500 people across 36 global locations. Schroders' success can be attributed to its diversified business model, spanning different asset classes, client types and geographies.
Role purpose
The Delivery Lead is a coaching-style delivery role that consolidates the different delivery streams across the Enterprise Technology function into a single point of delivery accountability. The role exists to bring consistency, pace and quality to how the function delivers - by coaching teams, raising delivery practice to a common standard, getting hands-on where it adds most value, and holding end-to-end accountability for delivery outcomes across the function.
The role also plays a direct part in the Superhighway programme, Schroders' agentic-development initiative, helping shape and land the way teams deliver in an increasingly agentic engineering environment.
This is a leadership role that leads primarily through influence, coaching and delivery expertise rather than through direct line management alone. It suits someone who is equally comfortable shaping a delivery operating model at the function level and rolling their sleeves up inside a team when the situation calls for it.
Key accountabilities
1. Coach teams and raise delivery to a common standard
- Coach delivery teams across the function - including delivery leads, engineers and product/BA colleagues - to strengthen how they plan, prioritise, sequence and ship work.
- Establish and embed a consistent, lightweight delivery standard across streams, so teams work to shared, well-understood practices without unnecessary process.
- Identify where teams are below standard and bring them up through hands-on coaching, pairing and practical support rather than mandate.
- Foster a culture of continuous improvement, learning and openness to feedback across delivery teams.
2. Get hands-on in delivery where it adds most value
- Step directly into delivery when a team needs it - unblocking, structuring the work, facilitating, or leading a critical piece through to completion.
- Model good delivery practice by doing, so coaching is grounded in credibility and current practice.
- Deploy hands-on effort deliberately and proportionately, keeping the focus on building lasting team capability rather than creating dependency.
3. Hold end-to-end accountability for delivery across the function
- Act as the single point of accountability for delivery across the Enterprise Technology function, giving leadership a clear, consolidated view of delivery status, risk and progress.
- Consolidate visibility across delivery streams - milestones, dependencies, risks and run-the-bank commitments - into a coherent picture that supports decision-making.
- Establish and maintain the governance, reporting and decision-making mechanisms that keep delivery accountable, transparent and on track.
- Manage complexity, ambiguity and cross-team dependencies, removing systemic obstacles so teams can deliver.
- Ensure delivery is aligned to the function's strategy, priorities and value objectives.
4. Play a direct role in the Superhighway agentic-development programme
- Contribute directly to the Superhighway programme, shaping and landing the delivery approach for agentic software development at Schroders.
- Help teams adopt agentic ways of working safely and effectively, translating new engineering approaches into practical, governed delivery practice.
- Ensure delivery practices scale and adapt as the engineering model evolves, keeping guardrails and standards fit for an agentic environment.
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Experience, knowledge and attributes
Essential
- Substantial experience leading delivery across multiple teams or streams in a technology function, with a track record of raising delivery standards.
- A genuine coaching orientation - able to build capability in others and lead through influence, not just direction.
- Credible hands-on delivery background - comfortable stepping into the detail of planning, facilitation and shipping when needed.
- Strong command of modern delivery practice (Agile and Lean), applied pragmatically rather than dogmatically.
- Proven ability to manage complexity, ambiguity and cross-team dependencies in a large or federated technology estate.
- Confident establishing governance, reporting and delivery transparency for a leadership audience.
- Strong stakeholder management and communication across technical and senior stakeholders.
Desirable
- Experience in enterprise platform, data platform or engineering-enablement environments.
- Familiarity with agentic / AI-assisted software development and its implications for the delivery model.
- Exposure to regulated financial services delivery and its governance expectations.
Attributes
- Action-oriented and pragmatic; optimises for outcomes and alignment over process.
- Builds trust quickly and coaches with credibility.
- Comfortable moving between function-level strategy and team-level detail.
- Resilient and adaptable in a fast-changing engineering environment.
What success looks like
- Delivery streams across the function work to a consistent, well-understood standard, with teams visibly more capable over time.
- Leadership has a single, trusted view of delivery status, risk and progress across the function.
- Teams that were below standard are measurably stronger, with dependency less on the role holder over time.
- Delivery keeps pace as the function adopts agentic engineering practices, with guardrails and standards that scale.
- The delivery operating model adapts as the function and its technology evolve.
We Recognise Potential, Whoever You Are
Our purpose is to deliver excellent investment performance to clients through active management. We believe diverse perspectives and an inclusive culture help us make better decisions and achieve better outcomes for our clients. That's why inclusion is a strategic priority for us, and we are an equal opportunities employer. You are welcome here, regardless of your age, disability, gender identity, religious beliefs, sexual orientation, socio-economic background, or any other protected characteristic.
We will consider flexible working arrangements for all roles and provide reasonable accommodations to support applicants and employees, including those with neurodiversity, disability, or physical and mental health needs. For more information, please visit our FAQs.