Delivery Manager, Enablement Team

Nofence is a Norwegian scale up who has built the world’s first virtual fencing solution for livestock . As we aim to revolutionize livestock management and build a scalable organization, we are looking for a Delivery Manager for our Backstage team. Elevate your career with us and be at the forefront of innovation in agricultural technology! The team We're founding a new enablement team called Backstage: full-stack and firmware/data developers plus a quality engineer, led by an engineering manager. Our mission is to raise the capabilities of the teams around us, which brings a steady stream of inbound requests and dependencies. A team like this lives or dies on how well that flow is managed. That is the job we're hiring for. In practice, we build and manage parts of the operating system the company runs on: - Subscriptions, invoicing, VAT and payments - Warehouse and logistics: inventory, purchase orders, pick & pack, and shipping label and tracking integrations across six markets - Collar administration: lifecycle, SIM cards, warranties, replacements and health-check tooling - Customer accounts and staff tooling: roles and permissions, impersonation, GDPR exports, feature flags, multi-company and multi-region configuration - Support and content plumbing: Jira-linked ticketing, an AI support assistant, Contentful and Lokalise translation flows That's the flavor, not a fence. The list evolves as the organization does. The role You are the engine of the team. You drive the work from inbound request to finished engagement, set priorities, push deadlines, and know at any point what is in flight, what is blocked, and when things will land. You and the Engineering Manager lead the team as peers with a clean split: the EM owns people and technical direction, you own priorities and delivery. You will: - Turn problems into solutions. Departments usually arrive with a problem, not a spec. You work with them and the engineers to shape a workable solution, and you take part in the high-level technical design of the flows we build. This is where a product view pays off. - Organize our work for throughput and focus. Triage everything inbound and push back politely when needed, so the developers get long stretches of uninterrupted work. Requesters bring the projected benefit; you weigh those against each other and sequence the work for the best of the company, not for whoever shouts loudest. - Run our engagements. Enablement work means helping a team build a capability, then stepping back. You give each engagement a goal, a time box and an end state, and make sure we finish rather than linger. - Keep work flowing. Find and remove blockers, chase cross-team dependencies, escalate early, and balance planned work against the unplanned kind, at a pace the team can sustain. - Facilitate grooming and estimation. Run refinement and sizing in time for planning so every piece of work arrives estimated and understood, keep all ceremonies short and useful, and hold the team to the deadlines you've set together. - Improve how we work. The team owns its process together and refines it through retrospectives, which you run. Kanban, sprints and WIP limits are tools to us, not doctrine. - Plan with data and make our value visible. Forecast from real throughput, and gather the evidence of what other teams can now do because of us. You You've owned team flow as a delivery manager, scrum master or similar, not just administered cer