Service Delivery Manager

Service Delivery Manager – Noida, India

Hello,

FCM part of FCTG is one of the world’s largest travel management companies and a trusted partner for nationals and multinational companies. With a 24/7 reach in 97 countries, FCM’s flexible technology anticipates and solves client needs, supported by experts who provide in-depth local knowledge and duty of care as part of the ultimate personalised business travel experience.

As part of the ASX-listed Flight Centre Travel Group, FCM delivers the best market-wide rates, unique added-value benefits, and exclusive solutions.

Winner of the World's Leading Travel Management Company Award at the WTM for nine consecutive years (2019-2011), FCM is constantly transforming the business of travel through its empowered and accountable people who deliver 24/7 service and are available online and offline. FCM Travel India is one of India’s Top 100 Great Mid-size Workplaces 2024 and the Best in Professional Services.

A leader in the travel tech space, FCM has proprietary client solutions. FCM provides specialist services via FCM Consulting and FCM Meetings & Events.

Summary

The Service Delivery Manager is the local manager for Techlab team members and is responsible for service delivery governance across assigned technology business units, local people processes, recruitment, and the transition of services or modules to the local team. Global stakeholders (Product Managers, Product Owners, Technical Leads and Engineering Managers) own delivery priorities, work assignment and day-to-day direction, and treat global and local members as one team. The role ensures services are delivered with high quality, strong stakeholder engagement, effective resource utilisation and consistent operational governance, risks and issues are proactively managed, team members are well supported, and agreed service and delivery outcomes are achieved.

Day in the life:

Service Delivery Leadership

• Own service delivery governance across assigned business units, ensuring delivery commitments, priorities and outcomes are clearly understood and achieved. Priorities and work assignment for work directed by global stakeholders remain with those stakeholders; the SDM is accountable for operational delivery of services fully transitioned to the local team.
• Establish effective delivery governance, operating rhythms and performance reporting across multiple teams and workstreams.
• Ensure delivery is aligned with business objectives, customer expectations and agreed service commitments.
• Support accountability across delivery teams by proactively raising blockers, dependencies, risks and issues with the responsible stakeholders and escalating where needed.

Stakeholder Management

• Build strong, trusted relationships with business stakeholders, technology leaders, product owners, project managers and delivery teams.
• Act as a key point of contact for service and delivery-related matters, providing clear and transparent communication on progress, capacity, risks and priorities.
• Facilitate regular stakeholder reviews, QBRs and delivery forums, ensuring actions and decisions are documented and followed through.
• Understand stakeholder needs and translate them into clear local actions, resourcing requirements and actionable outcomes, without altering task priorities set by global stakeholders.
• Run a fortnightly or monthly cadence with global stakeholders (Product Managers, Product Owners, Technical Leads and Engineering Managers); collect, consolidate and track feedback on local team members.
• Attend sprint demos and reviews to understand what and how the team is delivering, so that feedback and coaching are well informed.
• Align with stakeholders on workforce and capacity risks (attrition, planned absences, hiring needs) and remain reliably available for cross-time-zone calls and escalations.
• Partner with vendors and outgoing teams during transitions, managing expectations on timelines, scope and handover quality.

Project & Delivery Management

• Support delivery of projects and initiatives across multiple technology teams through demos, reviews and Jira dashboards (read-only), ensuring scope, timelines, dependencies, risks and outcomes are visible and actively managed with the responsible stakeholders.
• Coordinate local capacity, availability and resourcing across multiple concurrent initiatives, working with global stakeholders who own prioritisation and work assignment.
• Apply Agile, Lean and appropriate project management practices to improve predictability, flow and delivery outcomes.
• Monitor delivery milestones, capacity and key performance indicators and drive corrective action through the responsible stakeholders where required.

Resource & Capacity Management

• Plan and optimise local team capacity, availability and rosters across competing priorities and workstreams, in partnership with global stakeholders who direct work allocation.
• Identify resource constraints, capability gaps and emerging capacity requirements and work with leadership to address them.
• Support workforce planning, recruitment requirements and effective utilisation of delivery resources.
• Work with team leaders and managers to ensure appropriate skills, coverage and succession plans are in place.

Service Quality, Governance & Risk

• Establish and maintain delivery governance, standards and controls to ensure consistent and high-quality outcomes.
• Track KPIs, service performance, delivery health, risks, issues and dependencies, providing timely escalation and resolution.
• Drive effective risk and issue management, ensuring mitigation and recovery plans are established for material delivery risks.
• Ensure appropriate documentation, SOPs, knowledge transfer and operational readiness are maintained.

Continuous Improvement & Transformation

• Drive continuous improvement initiatives that improve delivery efficiency, quality, customer experience and team effectiveness.
• Identify opportunities to simplify processes, improve automation, reduce operational friction and strengthen delivery maturity.
• Promote adoption of Agile, Lean, DevOps and other relevant delivery practices where appropriate.
• Use delivery data, stakeholder feedback and operational insights to identify and implement measurable improvements.
• Use Jira workflows and dashboards (as a read-only observer) to understand team flow, workload and delivery health.
• Model responsible use of AI tools and apply them to feedback summarisation, reporting, documentation and pipeline tracking.

Team Leadership & Development

• Lead, coach and mentor delivery professionals and team leaders, fostering a culture of collaboration, accountability and continuous learning.
• Develop high-performing teams through regular feedback, capability development and clear performance expectations.
• Create an environment that encourages ownership, innovation, knowledge sharing and customer-centric behaviour.
• Support effective change management and help teams adapt to evolving business and technology priorities.
• Coach team members on productivity and effectiveness, particularly when the need arises from stakeholder feedback, in partnership with the stakeholders concerned.

Transition to Operations and Service / Module Transition

• Ensure projects and technology initiatives have appropriate transition plans before moving into production or ongoing service operations.
• Coordinate with service operations and support teams to ensure effective handover, documentation, training and knowledge transfer.
• Ensure operational readiness, support ownership and post-implementation activities are clearly defined.

Where a service or module moves from a vendor or global team to the local team for full ownership, the SDM owns the transition end to end.

• Plan: Define scope with the outgoing party, build the transition plan (knowledge transfer, shadowing, reverse shadowing, handover) and align contractual aspects with vendor management, procurement and legal where relevant.
• Resourcing: Assess skills and capacity, identify owners, plan hiring ahead of need, arrange training, and manage key-person dependencies and workload impact on individuals.
• Governance: Run regular checkpoints, track milestones and risks, hold the outgoing party to its obligations, and ensure access, environments, tooling and compliance are in place.
• Readiness: Agree objective readiness criteria and sign-off gates, plan