Senior Manager, Technology Delivery Management

GAP

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Posted on: October 30, 2026 | Job#: R224219-

Senior Manager, Technology Delivery Management

Full time San Francisco, California, US

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About Gap Inc.

At Gap Inc., we create culture as much as we create clothes. Our ambition is to become a high-performing house of iconic American brands that shape culture.

Our portfolio—Old Navy, Gap, Banana Republic, and Athleta—each brings a distinct point of view to how we show up in the world and serve our customers.

Old Navy democratizes style with quality and value for all. Gap champions originality through essential pieces that celebrate individuality. Banana Republic is rooted in a spirit of discovery, creating modern pieces inspired by craftsmanship and travel. Athleta champions the Power of She through confidence, strength, and movement.

We’re driven by a shared purpose: to bridge gaps—between people, perspectives, and possibilities—to create a better world.

We’re building a team that performs at a high level—people who think boldly, take ownership, and turn ideas into impact. If you’re ready to learn fast and help shape what’s next, you’ll fit right in.

About the role

The Senior Manager, Technology Delivery Management is a senior individual contributor and people leader responsible for the operational delivery execution of technology projects and programs across infrastructure and engineering organizations. This role owns the day-to-day delivery management function — coordinating cross-functional execution, operationalizing plans, ensuring workflow discipline, and providing execution visibility to leadership — for both formally governed portfolio programs and operationally driven BAU projects.

This role is distinct from Technical Program Management (TPM) or Portfolio Governance functions. While TPM owns program governance, stage gates, financial accountability, and executive reporting, Technology Delivery Management (TDM) owns the execution layer: how work actually gets planned, structured, tracked, and delivered day-to-day. The two functions are designed to operate in close partnership, with TDM supplying ground-level operational data that feeds TPM governance and leadership reporting.

A defining requirement of this role — and what distinguishes it from a generic program or project management function — is hands-on technical domain knowledge in the engineering disciplines being managed. TDMs cannot effectively coordinate delivery, assess change impact, sequence infrastructure dependencies, or engage credibly with engineers without a working understanding of the technology they are managing. Domain knowledge is not optional; it is foundational to the role's effectiveness.

What you'll do

• Program & Project Delivery Execution

• Lead end-to-end delivery execution for technology programs and projects, spanning both formally governed portfolio initiatives and BAU (business-as-usual) operational projects

• For portfolio programs: serve as the execution partner to the TPM or governance function — owning daily delivery coordination, milestone management, and execution health while TPM owns governance and reporting

• For BAU projects: own project delivery end-to-end, applying consistent delivery discipline without the full overhead of formal program governance

• Manage delivery scope, schedule, dependencies, and stakeholder alignment from initiation through formal project closure

• Apply agile, waterfall, or hybrid delivery methodologies as appropriate to the nature and risk profile of each initiative

• Delivery Coordination & Implementation Management

• Coordinate cross-functional delivery activities across engineering, operations, vendors, and business stakeholders — including scheduling, sequencing, readiness confirmation, and execution tracking

• Lead implementation and cutover management: organize pre-implementation readiness reviews, manage stakeholder communication during execution windows, coordinate post-implementation validation, and confirm formal closure

• Facilitate real-time communication across globally distributed teams during implementation events, maintaining time zone alignment, status cadence, and escalation pathways

• Serve as the operational point of coordination during high-risk or complex change events, including infrastructure cutovers and technology refresh activities

• Work Management & Delivery Workflow Discipline

• Own the creation, structure, and ongoing maintenance of project work in the team's work management system (e.g., Jira, Azure DevOps, or equivalent), including features, epics, stories, and tasks

• Establish and enforce consistent work structure standards across engineering teams, ensuring that project progress is always visible, accurate, and reportable

• Drive backlog health and Jira (or equivalent) hygiene as a continuous operational discipline across all active programs and projects

• In the absence of a dedicated Product Management function, partner with engineering leads to define and structure delivery work — translating technical plans into trackable, executable work items

• Operational Cadence & Release Readiness

• Design and facilitate the right operational cadence for each program or project phase: daily standups, weekly status reviews, milestone checkpoints, and cross-team syncs calibrated to risk and delivery complexity

• Own operational readiness activities before go-live events: validate that support processes, escalation paths, monitoring, runbooks, and operations team acceptance are confirmed before implementation

• Manage post-release knowledge transfer and documentation to receiving operations or support teams, ensuring continuity of knowledge beyond the project team

• Facilitate retrospectives, lessons-learned sessions, and delivery health reviews to drive continuous improvement across programs

• Dependency Management & Asset Coordination

• Identify, map, and track cross-functional dependencies across technology disciplines (infrastructure, networking, security, compute, storage, and business applications)

• For infrastructure change events: identify the business and technical owners of affected assets and systems, assess business impact of planned outages or disruptions, and coordinate approval windows before execution

• Maintain and communicate dependency resolution status throughout the delivery lifecycle, escalating unresolved blockers through appropriate governance channels

• Partner with vendor and third-party teams to track external dependencies and ensure timely delivery of external commitments

• Planning, Cost Management & Financial Operations

• Contribute to quarterly, annual, and long-range technology planning cycles, ensuring engineering teams translate strategic roadmap intent into structured, resourced, executable plans

• Provide cost estimation for technology delivery initiatives, drawing on hands-on implementation experience across infrastructure, licensing, vendor services, and labor

• Manage asset lifecycle date information (procurement dates, end-of-service and end-of-life milestones) and surface this data to financial planning teams to inform refresh and investment decisions

• Own capacity and resource load planning for delivery teams — tracking current utilization, forecasting forward demand, and surfacing capacity constraints before they become delivery risks

• Manage procurement operational tasks including vendor quote coordination, purchase order submission and tracking, and budget actuals reporting; feed project spending data into portfolio management tools (TPM or finance teams retain budget accountability)

• Execution Health Visibility & Reporting

• Provide leadership and governance partners with timely, accurate, and independently assessed execution health signals — including delivery status, risk posture, dependency health, and milestone adherence — across all active programs and projects

• Translate ground-level operational detail into structured executive-ready summaries and risk narratives that governance or portfolio teams can act on

• Maintain delivery dashboards, status reports, and program scorecards using portfolio management tools (e.g., Jira, Smartsheet, Clarity PPM, or equivalent)

• Proactively surface execution risks, blockers, and emerging issues to the appropriate decision-making audience before they escalate

• Team Leadership & Organizational Development

• Lead, manage, and develop a team of Technology Delivery Managers and Delivery Operations Analysts, building individual capability and team performance

• Establish team operating norms, delivery standards, tooling governance, and performance expectations that drive consistency across the delivery management function

• Foster a culture of service, execution excellence, and continuous improvement — positioning the team as a trusted partner to engineering, not an additional governance layer

• Contribute to the ong