VP, Software Delivery

Position Overview The VP of Software Delivery owns software delivery outcomes across the Platform, Credential, and Violations portfolios. This is the senior technical delivery leader for the domestic organization, accountable for predictable, high quality delivery at scale, and for the multi year cloud modernization strategy that moves the company's legacy systems onto resilient, cloud native architecture. You will be the organization's foremost authority on how to modernize legacy platforms while delivering customer centric solutions that incrementally replace legacy capability with cloud native services. You will bring the financial acumen to defend that roadmap in dollars and risk, the Agile fluency to run delivery at a pace the business can trust, and the customer centric instinct to keep the entire department focused on outcomes that matter to the people who use what we build. Essential Responsibilities Software Delivery Leadership Portfolio Oversight: Own end to end delivery outcomes across the appointed leader of each portfolio and their squads, including roadmap commitments, release predictability, quality, and operational stability. Business Outcomes: Understand how each portfolio's feature roadmap connects to actual business outcomes, such as revenue, customer retention, and cost to serve, and hold each portfolio's appointed leader accountable to outcomes rather than output shipped. DORA Metrics: Track deployment frequency, lead time for changes, change failure rate, and time to restore service across every squad, and understand what each metric signals about a squad's underlying health, not just its current number. Quality Strategy & Automation: Be well versed in delivering quality outcomes and in quality automation strategy, and know how to adapt that strategy for teams that include few or no dedicated software engineers, such as field hardware, operations, or support functions, so quality practices extend across the full delivery organization rather than only the teams already staffed for it. Portfolio Leader Development: Personally evaluate and develop the appointed leader of each portfolio, ensuring each is functioning as the technical subject matter expert their portfolio needs, and act decisively through coaching, role redefinition, or personnel change when one is not. Read heartbeat delivery metrics, such as sprint predictability, cycle time, and escaped defects, as an early signal of squad or leader health, and use that signal to decide when the right response is coaching, mentoring, closer management, or replacement. Delivery Standards: Set the delivery operating standards, from planning cadence to release management to production readiness, that apply consistently across all three portfolios, while allowing legitimate portfolio specific variation. Cloud Architecture & Modernization Strategy Strangler Pattern Migrations: Own the enterprise strategy for incrementally replacing legacy systems with cloud native services using strangler fig style migration, sequencing cutover to protect existing customers and revenue while retiring legacy platforms on a defined timeline. Cloud Solution Architecture: Serve as the organization's cloud solution architecture authority, designing for horizontal scale and resiliency, and partnering with the Senior Enterprise Architect to keep migration decisions consistent with enterprise standards. PaaS vs. IaaS Strategy: Set clear, defensible criteria for when a workload belongs on Platform as a Service versus Infrastructure as a Service, weighing operational overhead, control, cost at scale, and time to market for each portfolio's workloads. Resiliency & Scale: Draw on a hands on software development background and fluency in modern architecture patterns to ensure migrated and net new systems are engineered for high performance and high availability at the scale this business runs at, often millions of backend transactions per day, while still delivering a modern, responsive experience for front end users. Architecture & Delivery Assessment: Be technical enough to personally assess both architecture decisions and delivery execution, not just review status reports, so the organization's technical choices and the way they are actually delivered both hold up against recognized industry standards. Market Awareness: Maintain current knowledge of technical solutions and vendors available in the market, so build versus buy decisions and architecture choices are informed by what already exists rather than by what the internal team happens to know. Financial Stewardship Migration Business Case: Build and defend the financial case for cloud modernization investment, including total cost of ownership comparisons between legacy operating cost and cloud native run cost, and the return on migration investment over time. Budget Ownership: Own the delivery organization's budget across the three portfolios, making trade off calls between run, migrate, and build investment that the business can defend. Bid & Contract Review: Own final review and approval of technical bids and contracts for the domestic delivery organization, ensuring commitments are achievable within existing architecture, governance, and cost constraints before they are signed. Agile Delivery & Customer Centricity Agile Operating Model: Champion Agile practices and a consistent delivery cadence across all three portfolios, coaching portfolio leaders and Managers on removing impediments rather than adding process for its own sake. Customer Centricity Mentorship: Personally mentor the department on customer centricity principles, ensuring squads validate real customer problems before building and measure success in customer and business outcomes, not just output shipped. Cross VP Partnership: Partner with the VP, Innovation and Emerging Technology and the VP, International Portfolio to keep delivery standards, cloud architecture decisions, and customer centric practices consistent across the f