Delivery Manager

Delivery Manager – Airline Operations Platform

ROLE OVERVIEW

TEAM

At easyJet, we are transforming Airline Operations through modern product-led technology, operational excellence, automation, data and AI-enabled capabilities.

The Airline Operations Platform is the single point of contact for the applications and source data availability assigned to the Platform, enabling four operational missions across four business critical applications. It owns the crew, flight planning, network control and engineering systems that keep the network flying, AIMS, TOPS, LIDO and AMOS.

As Delivery Manager, you will operate the delivery system between the Platform and the missions. You will coordinate the platform squads against mission sprints, own delivery cadence, and manage vendor commitments as dependencies rather than assumptions — so what Platform commits to a mission is deliverable, visible and honoured.

This is a delivery role in a live operational environment. Much of the work involves interdependent third-party systems, so your value lies in sequencing, dependency management and honest, early communication when a commitment is at risk.

Working closely with Mission Product Managers, Platform Leads, Technical Specialists, Architects, Service Support and Supplier Management, you will make delivery predictable, keep the backlog credible, and ensure change reaches the operation safely and with the right cover in place.

This role reports to the Platform Lead – Demand & Capability and is one of two Delivery Managers, with mission and portfolio coverage allocated between them. The role has no direct reports and leads through influence, coordinating squad members who sit within the Platform capability chapters.

JOB PURPOSE

• Coordinate the platform squads against mission sprints, owning delivery cadence across the allocated portfolio.

• Own the commitment position with the missions\: what Platform has committed to each sprint, what has changed, and what is at risk.

• Track and manage vendor commitments as external dependencies, surfacing the vendor critical path before it becomes a delay.

• Own dependency, risk and issue management across products, missions, suppliers and enterprise platforms.

• Ensure work entering a sprint is sized, understood and free of unresolved dependencies.

• Support the demand rhythm through triage, sizing and the reuse-first challenge, keeping the single backlog credible and current.

• Ensure change reaches the operation safely, with readiness, supportability, documentation and cover agreed before release.

• Define and report delivery metrics that give visibility of flow, predictability and delivery health.

• Champion Product and Platform ways of working, treating the missions as customers of the Platform.

• Provide clear, early communication on progress, risk and change to mission and Platform leadership.

• Drive continuous improvement in how the Platform delivers, removing repeated impediments rather than working around them.

JOB ACCOUNTABILITIES

Delivery Cadence & Squad Coordination

• Coordinate platform squads across the capability chapters, Data Availability, API & Integration; Proactive App Management; Automation, against mission sprint commitments.

• Own the delivery cadence\: backlog refinement, sprint planning, stand-ups, reviews and release planning, run consistently rather than when there is time.

• Maintain one backlog and one plan for the allocated portfolio, so squad members working across several missions have a single view of priority.

• Sequence work so that run and support, mission demand and improvement work coexist rather than compete, protecting the agreed capacity allocation.

• Keep the plan honest\: reflect actual progress and capacity, not the plan as originally committed.

Mission Interface & Commitment Management

• Run the per-sprint interface sync with the Mission Product Managers for the allocated missions\: what Platform commits to that sprint, and what has changed since the last one.

• Own the commitment record, so a mission always knows what it is getting, when, and what it depends on.

• Surface changes to commitment early, with the reason and the option set, rather than reporting a miss after the fact.

• Ensure missions are not building platform capability that is already coming, by making the Platform roadmap and backlog visible to them.

• Escalate to the Platform Lead – Demand & Capability where commitments and capacity diverge, with the trade-off articulated.

Demand Support, Sizing & Dependencies

• Support daily triage and the weekly demand review, contributing sizing, dependency mapping and the reuse-first challenge.

• Ensure nothing enters a sprint unsized, without dependencies mapped, or without the vendor critical path named in the commitment.

• Own dependency management across products, missions, suppliers, enterprise data, architecture and I&O, coordinating resolution rather than reporting the blockage.

• Maintain and work the risk and issue log for the allocated portfolio, with mitigations owned, monitored and escalated where required.

• Identify where the same dependency or impediment recurs, and work with the Platform Leads and Architects to remove the cause.

Vendor & Supplier Delivery

• Track vendor commitments, releases, fixes, roadmap items, API and integration changes as external dependencies with dates, owners and evidence.

• Hold suppliers to their delivery commitments day to day, escalating to the Supplier Management Specialist where contractual leverage is needed.

• Ensure vendor-driven change is sequenced through the same route as internal work, and impact assessed before it is accepted.

• Feed delivery evidence, missed dates, repeated defects, performance under load — into supplier performance management.

• Coordinate vendor activity around the operational calendar, so third-party change does not land at the wrong moment for the operation.

Release, Readiness & Transition into Support

• Coordinate release planning and deployment across products, suppliers and operational stakeholders.

• Ensure every release meets agreed readiness criteria before it goes live\: testing and quality gates with the QE function, monitoring, documentation, training, supportability and named cover.

• Work with the Technical Specialists and Service Support Lead so support and callout arrangements are in place before change reaches the operation, not after.

• Coordinate the delivery and readiness elements of applications transitioning between the Platform and the missions.

• Run lessons learned after significant releases and major incidents with a delivery cause, and feed the outcome into how the next one is planned.

Delivery Performance & Continuous Improvement

• Define and maintain delivery metrics and flow measures for the allocated portfolio, including predictability, throughput, unplanned work and time to triage.

• Provide reporting that gives mission and Platform leadership a true view of delivery health rather than a reassuring one.

• Identify and remove systemic impediments affecting delivery performance, escalating those that need leadership intervention.

• Improve delivery practice across the squads\: estimation, definition of ready and done, release discipline and handover quality.

• Promote a culture of continuous improvement, experimentation and learning within the delivery cadence.

Product & Platform Ways of Working

• Operate the Platform as a product with the missions as its customers\: a defined offer, a single backlog, published interfaces and a clear route in.

• Work within the product operating model rather than around it, so demand is met through sprint commitments and roadmaps rather than side-door escalation.

• Coach squad members and stakeholders in modern delivery practice, lean governance and outcome-focused execution.

• Partner with Mission Product Managers so platform capability is treated as a dependency in their roadmaps and reused across missions rather than rebuilt in each one.

• Collaborate with PMO, Portfolio and Transformation teams to align governance, funding and reporting approaches, and support the wider Product and Platform transformation.

Stakeholder Management & Communication

• Act as the primary day-to-day delivery contact for the allocated missions and for stakeholders across Technology and Operations.

• Build strong working relationships with Mission Product Managers, Platform Leads, Technical Specialists, Architects, Data, Service Support and suppliers.

• Communicate progress, risk, dependency and change clearly and early, adapting the message to the audience without softening the substance.

• Support quarterly planning, portfolio and capacity forums and Platform governance activities with accurate delivery input.

• Represent Platform delivery credibly during operational disruption, where the priority is clarity rather than detail.

COMPETENCIES

Innovation & Change

Identifies opportunities to improve delivery effectiveness, operational performance and organisational capability. Influences stakeholders to adopt Product and Platform ways of working, and improves delivery practice rather than accepting it as fixed.

Business Performance

Understands the commercial realities of easyJet in terms of operating a high-volume, low-cost airline. Balances operational priorities, customer outcomes, cost and pace when sequencing delivery and making trade-offs.

Ownership & Delivery

Takes accountability for delivery outcomes and for the honesty of the plan. Removes barriers, chases the detail that others leave, and raises a risk early rather than hoping it resolves.

Leadership & People Development

Leads through influence rather than authority, creating clarity and momentum for squad members who report elsewhere. Coaches teams in delivery practice and creates a culture of accountability, collaboration and learning.

Supplier & Partner Management

Builds working relationships with suppliers and delivery partners that hold up under pressure, and holds them to delivery commitments day to day.

Works collaboratively with supplier management, product and operational teams to manage supplier performance, mitigate risk and identify opportunities for improvement.

Building Relationships

Builds trusted relationships across Technology, Operations, the missions and external partners. Creates alignment across diverse stakeholder groups and stays constructive when priorities conflict.

Operational Excellence

Ensures delivery activity is aligned with the needs of a live operational environment. Balances pace of change with operational stability, readiness and service continuity, and understands the consequence of failure across crew, flight planning, network control and engineering.