Above market
Hybrid
Posted 26 days ago
At a certain point in a retail delivery leader's career, the challenge is no longer delivery, it's the environment you're asked to deliver in.
You already know how to lead change in live trading conditions. You've balanced speed with risk while stores are open, supply chains are moving, and digital platforms cannot afford downtime. You've made hard calls during peak periods and lived with the consequences when work doesn't land cleanly.
What drains energy isn't the complexity, it's the lack of clear ownership.
Decisions are split across functions. Priorities shift late. Delivery leaders are asked to influence outcomes without the authority to truly own them, then carry the impact when BAU absorbs the fallout.
This opportunity is for delivery leaders who want something different. Clear accountability. Decisions that stick. And the mandate to ensure work lands properly into BAU, not just progresses on a plan. It offers enterprise scale, real commercial impact, and the chance to lead delivery with clarity rather than managing around constraints.
Why this role exists
The organisation operates at national scale across stores, supply chain, manufacturing, and a growing ecommerce channel. It trades at volume, with technology delivery directly affecting day-to-day operations, trading performance, and customer experience.
As the business has grown, responsibility for business-facing technology delivery has spread across teams, partners, and functions. That model supported momentum for a time, but it no longer scales cleanly in a high‐pressure retail environment where priorities collide and decisions need to stick.
Leadership is now deliberately lifting delivery maturity, moving away from urgency‐driven escalation toward work that is planned, visible, and trusted. This role exists to own that shift and make delivery easier and more predictable for the business to work with.
Your new role
Reporting to the Chief Technology Officer, you will be the single accountable owner for business‐facing technology delivery across the enterprise portfolio.
You will own how work is shaped, prioritised, sequenced, and delivered across enterprise systems, digital platforms, and reporting. Delivery is executed through internal teams and multiple delivery partners, but accountability for outcomes sits squarely with you.
This role sits at the intersection of business and technology. You will partner closely with senior leaders across stores, supply chain, finance, digital, and data to clarify intent, make trade‐offs, and translate priorities into executable delivery plans that can be landed safely into BAU, including through peak trading periods.
This is not a strategy‐only role and not a pure PMO function. It rewards judgement, calm decision‐making, and the confidence to hold the line when pressure builds.
What you will lead
You will lead a multi-disciplinary delivery function spanning PMO, Business Analysts, Digital Technology, and Reporting.
The team includes a mix of internal capability and offshore delivery support, operating across multiple delivery partners rather than a single consolidated group. Core capability exists today. This is not a turnaround. The focus is on tightening structure, prioritisation, and consistency so delivery outcomes are predictable and trusted.
Your mandate includes:
1. Owning the enterprise delivery backlog and sequencing priorities
2. Setting and holding delivery commitments and trade‐offs
3. Establishing delivery cadence, standards, and visibility
4. Ensuring initiatives transition cleanly into BAU with appropriate documentation, training, and support
5. Acting as the senior escalation point for delivery risks, dependencies, and issues
6. Supporting resolution of escalated technology incidents beyond day‐to‐day IT operations
Who this role suits
This role suits a commercially grounded delivery leader from retail or consumer goods who has built credibility through business‐facing delivery rather than detached portfolio oversight.
You may already be operating at this level as a Head of Delivery or Head of PMO with genuine outcome ownership. Equally, this role may suit a senior delivery or program leader stepping up into broader enterprise accountability for the first time, with the mandate and support to succeed.
You are comfortable with ambiguity, pragmatic about trade‐offs, and motivated by seeing work land properly. You do not need to be the most technical person in the room, but you understand technology well enough to challenge assumptions and make informed delivery decisions.
This role will not suit leaders seeking distance from execution, heavy frameworks, or decision‐making by committee.
Location and working model
The role is based at the organisation's Sydney West head office. A hybrid model applies, with four days in the office from Monday to Thursday and the option to work from home on Fridays. Regular in‐office presence supports collaboration, visibility, and decision‐making.
Next steps
For a confidential discussion, please contact Steven Fulop at xceltium on 0418 994 446 or steven@xceltium.com.
All applicants will receive a prompt and respectful response.
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