About The RoleWe are looking for an experienced Delivery lead to take end-to-end ownership of one or more projects within the Cyber Uplift Programme. This is a hand-on-delivery role, not aernance-only position. You will be expected to own the plan, drive execution, manage suppliers and inhouse teams, and ensure clean handovers into BAU.You will need to cut through noise, operate at pace, and get things done, while also being able to elevate key information, risks, and decisions to senior leadership and board level stakeholders with confidence and clarity. Political savviness and the ability to operate across multiple operatingpanies are essential.Contract – 6 months (possibility to extend)Location – Waterside (UB7 0GB)Hybrid – 1–2 days per week onsitePay – attractive daily rate (Inside IR35)Key Responsibilities
1. Accountable for end to end delivery of assigned projects through all stages, from initiation through to BAU handover
2. Own delivery plans, RAID logs,ernance artefacts, and day-to-day project management
3. Ensure mandatory playbook artefacts are produced, maintained, and kept current throughout delivery
4. Lead requirements gathering, design sign off, and delivery execution with rigour and discipline.
5. Manage suppliers and Business Analyst delivery teams to agreed scope, quality, and timelines.
6. Plan and manage cutover, release activities, and Early Life Support
7. Ensure Service Introduction and BAU handover arepleted cleanly with no loose ends
8. Manage project level budgets and forecasts accurately
9. Provide clear, honest, and timely reporting to the PMO and Programme Manager
10. Schedule, prepare for, and lead stage gate reviews
11. Actively manage business analysts and delivery team members on assigned projects
12. Set clear priorities for the project team based on the delivery plan and programme dependencies
13. Ensure stakeholders across the business understand what the project is delivering and when
14. Work closely with the PMO to apply the right level ofernance without creating unnecessary overhead.
15. Surface resourcing gaps, constraints, and risks early to the Programme Manager
16. Coordinate cross-team dependencies and sequencing across the wider programme.
17. Ensure project decisions are documented,municated, and traceable
18. Keep Jira and Confluence up to date as the single source of truth for delivery status
Skills And Experience
19. Proven track record of leading large scale security, infrastructure, or technology transformation programmes end to end
20. Experience operating across multiple business units or operatingpanies within a group or federated structure
21. Demonstrable ability to elevate information, risks, and decisions to senior leadership and board-level stakeholders
22. Strong political awareness and the ability to navigateplex stakeholder landscapes with confidence
23. Experienced in managing third party suppliers and holding them to account against agreed deliverables
24. Hands on with Jira, Confluence, and standard delivery tooling
25. Structured, organised, and delivery focused. Plans with people in mind, including holidays, change freezes, and peak periods
26. Proactive in identifying and managing risks and dependencies. Assumes nothing
27. Experience in Privileged Access Management (PAM) or Customer Authentication plex front end and back end integration) programmes is highly advantageous.
Behaviours We Value
28. Delivery focused and organised. Gets things done without creating unnecessary noise
29. Plans with people in mind. Considers holidays, change freezes, peak periods, and team capacity
30. Proactive in identifying and managing risks and dependencies before they be issues.
31. Politically savvy. Reads the room, builds alliances, and navigatesplexity with confidence.
32. Transparent and honest. Provides clear reporting even when the news is difficult
What Good Looks Like
33. Clear, achievable delivery plans that the team and stakeholders' trust
34. Risks are known early and actively mitigated before they impact delivery.
35. Designs are signed off before the build starts, with no ambiguity entering execution.
36. Smooth cutover with minimal disruption to operations
37. Clean handover into BAU with no loose ends, outstanding defects, or undocumented decisions
38. Senior stakeholders are informed, engaged, and confident in the programme’s progress.