Delivery Lead

Every engagement has a delivery lead: the client's first call and the team's shield. You'd carry up to three at a time, from proposal to handover, and own the numbers behind them.

This is hands-on. You write the statement of work, run the weekly review, and notice a team is behind before the client does. The tech lead owns technical direction, so the two of you split the engagement cleanly between you.

Our clients are fintech, logistics and travel businesses with real deadlines, so the job is as much expectation setting as it is planning.

Building with agents changes how engagements run: faster builds, different estimates, and clients who want to know what that means for scope and price. You'd be the one explaining it.

• Scope and price the work. With the engineers, then write the proposal and the statement of work yourself.
• Run the client rhythm. Weekly review, monthly steering, quarterly roadmap, and the corridor conversations in between.
• Watch the money. Burn and margin per engagement, flagged while the drift is still small enough to fix.
• Handle the awkward ones. Change requests, renewals, and the conversation about scope that nobody enjoys.
• Protect the team's week. Remove blockers, hold the line on focus, and say no on their behalf.
• Land the handover. Leave the client able to carry on without us, which is how referrals happen.

• Four Years Leading Delivery: in an agency, consultancy or studio, with clients who paid invoices and had opinions.
• Commercial Modeling: rate cards, margin, burn, and a forecast that survives contact with a change request.
• Contract Literacy: statements of work, change control, and the clause that decides who pays for the extra month.
• Risk Register Discipline: risks named, owned and reviewed, rather than remembered during the panic.
• Resource Planning: staffing across parallel engagements, holidays included, and spotting who's overloaded.
• Tooling Fluency: Jira, Linear or whatever the client already uses, configured lightly instead of worshipped.
• Client Governance: steering calls, status reporting and escalation paths agreed while everyone is still calm.
• SoW Author: you have written and negotiated them, and know when fixed price is a trap.
• Technically Fluent: enough to follow an architecture discussion and know when to pull in the tech lead.
• Numbers Person: burn, margin, forecast, and what to do the week they move the wrong way.
• Early Raiser: problems arrive with options attached, which is most of this job in one line.
• Fluent English, Written and Spoken: most of our work happens in a written thread or on a call, and both have to be clear. Arabic is a genuine advantage across the region.
• Sells and Scopes AI-Native Work: you can explain to a client how agent-assisted delivery changes timelines, cost and what we guarantee.

• Unflustered: the client is anxious, the build is late, and you're the steady one in the room.
• Direct: you'd rather have the hard conversation on Tuesday than the disaster on Friday.
• Organized without ceremony: light process, tight grip.

• You were an engineer or designer before moving into delivery.
• Regulated clients, where sign-off takes longer than the build.
• Linear, Notion and the rest of the modern toolchain.

• Remote across MENA. Work from wherever you are in the region, with hours built around your team's overlap rather than someone's attendance spreadsheet.
• Work that ships. Products go live in weeks, not quarters. When someone asks what you have been building, you can open it on your phone and show them.
• Small teams, no ticket queue. Four to eight people carry a product from the first client call to handover. Nobody hands you a spec and disappears.
• Kit and tools you choose. A budget for your setup, and for the editor, licenses and services that make you fast. No three-week procurement saga.
• A learning budget with time attached. Money for the course or the conference, plus room in the week to use it. The second half is the part most places skip.
• Client contact from day one. You sit in the room where the decisions get made. Plenty of engineers wait a decade for that seat.
• Time off people take, and no timesheets. We measure engagements, not humans in fifteen-minute increments. Book the holiday, go, come back.