A team planning an increment against a wall of notes.

Teams

Delivery.

Scope, requirements, and the cadence that gets each increment accepted. Delivery is what keeps an engagement honest: what was agreed, what was built, and whether the client accepted it.

See open roles

The work

Run discovery with the client and the engineers, and turn what you learn into a written scope that both sides can hold each other to.

Own the two to four week cadence: what goes into each increment, the demonstration, and the acceptance.

Keep the engagement's decisions, risks and changes written down, so nothing depends on memory.

Be the person the client calls when they are unsure, and the person the engineers trust to say no on their behalf.

What we look for

Experience delivering software to clients, in whatever title: project manager, engagement lead, business analyst, or an engineer who drifted this way.

Writing that people actually read: short, specific, and decided.

Comfort holding a line with a client without losing the relationship.

Enough technical literacy to know when an estimate is fiction.