Director - Program & Project Management

Role - Programme Director Program Delivery Executive

Reports to VP Delivery Success
Matrix reports to- Project Managers

Type of Hiring - Full-time employment

Location - Warsaw Poland

Working Model - 3 days WFO

Purpose of the Role

The Program Delivery Executive owns the execution and delivery integrity of customer programs This role sits within the Delivery Success team and is the primary accountable leader for program governance milestone management and value delivery inside a customer engagement

The PDE is a senior delivery leader who brings deep insurance industry fluency commercial discipline and the judgement to manage complex multiworkstream programs with clarity and speed The role is accountable for ensuring that every milestone is delivered to an agreed exit criteria that every risk is visible before it becomes a crisis and that the delivery model operates at the pace that shortens timetovalue for the customer

The PDE operates an AInative delivery model in which the execution layer is progressively automated enabling the role to focus on discernment governance and the customer relationship The role works in close partnership with the Customer Success team for the longterm success and value realization of the customer Commercial outcomes NRR ARR account margin and customer referenceability are shared responsibilities

Key Responsibilities

01 Program Delivery Commercial Outcomes

Endtoend delivery ownership Leads the full program lifecycle from initiation through planning execution and closure Accountable for delivery on time within scope and within budget across all workstreams including platform implementation integration data migration and business change

Time to Value Owns the pace at which the customer realises measurable business outcomes from the engagement Defines the timetovalue baseline at programme initiation tracks progress against it at every milestone and uses delivery decisions to actively shorten it Where commits to a standard implementation timeline the PDE is accountable for meeting it and where the team beats it translates that into a commercial conversation with the customer

AIled SaaS implementation velocity Moves programs toward faster implementation cycles consistent with AIled SaaS delivery model Understands the configurationovercustomisation discipline and applies it to keep programs on the standard implementation trajectory that maximises customer timetovalue

Commercial Outcomes In partnership with Customer Success owns NRR contribution of the customer portfolio Knows the expansion levers drives them and reports against them

Growth Identifies upsell and crosssell potential during delivery and converts insight into pipeline opportunities

AInative execution model Operates a delivery model in which AI handles the execution layer status tracking risk summarisation documentation meeting outputs and reporting cadences Directs AI tools evaluates their output and uses them to accelerate program pace and free team capacity for judgementintensive work

02 Milestone Management Exit Criteria

Milestone ownership Defines manages and tracks program milestones with precision Each milestone has a clear definition of done an agreed exit criteria and formal customer acceptance before the program advances This is the primary mechanism for preventing red projects

Exit criteria discipline Works with the customer to agree exit criteria at the start of each phase not at the end Any customer request that falls outside accepted exit criteria is a natural change order not a negotiation The PDE holds this boundary with clarity and without conflict

Milestonebased billing alignment Ensures that delivery milestones align with commercial billing triggers Milestone acceptance by the customer is both a delivery gate and a commercial event The PDE manages both dimensions in coordination with the Customer Success team

Risk and dependency management Maintains a live program risk register Identifies assesses and mitigates risks before they become issues Manages interdependencies across workstreams vendors and internal teams Surfaces conflicts and tradeoffs early and drives resolution with pace

03 Insurance Industry Fluency Customer Understanding

Insurance domain depth Develops and maintains a deep understanding of the customers business their PL drivers their operating model their competitive pressures and their regulatory environment Speaks insurance fluently the economics the operations and the dynamics that move the industry

Insurance Ontology and AutonomousInsurer thesis Carries the intellectual point of view into every customer engagement Understands and can articulate the Insurance Ontology argument why a shared data model across the insurance value chain creates structural advantage and the AutonomousInsurer thesis what the AInative insurance operating model looks like.