A single accountable owner
One person answerable for whether it ships, with the mandate to make the trade-off call and the obligation to explain the reasoning to the people it affects.
Delivery Management
Someone who owns whether it ships
Project management asks whether the plan is being followed. Delivery management asks whether the thing is going to ship, and what has to change for it to ship. I take the second question, across scope, schedule, budget and quality, and I answer it early enough for the choice to still be cheap.
Remote, working to your time zone
Scrum and Google certified
Senior IT Project Manager
4-6Concurrent projects
6-10C-level stakeholders
3+Time zones
10+Engagements in 27 months
The problem
Status reporting is not the same as delivery
Most software teams do not fail because nobody was tracking the work. They fail because everybody was tracking it and nobody was empowered to change it. The board turns green, the burndown looks plausible, and the date slips anyway, because the person keeping the tracker was never the person who could trade scope against time.
The uncomfortable truth in every late project is that something had to give: scope, date, cost or quality. One of those four is going to move. Delivery management is the discipline of naming which one, in public, while the choice is still cheap, rather than letting the date drift quietly until it becomes a surprise for someone senior.
That takes authority as well as visibility. It also takes someone willing to bring bad news forward, which is the part most delivery processes are quietly designed to avoid.
A risk raised in week three costs a conversation. The same risk raised in week eleven costs the release.
What you get
What you actually receive
Concrete artefacts and behaviours, not a methodology deck.
A forecast you can defend
A date with its assumptions and risks visible, updated when reality changes rather than at the end of the quarter. Something you can take to a board without hedging.
A working risk register
Tracking what genuinely threatens the date, not a compliance artefact. Most schedule failures are visible weeks before they land; the failure is in raising them.
Cadence matched to the team
Agile and Scrum where discovery is genuine and the team can sustain it. Plan-driven where scope is fixed or a regulator sets the date. Most engagements sit between the two.
Written decisions, not meeting recall
Decisions, risks and status recorded where anyone can find them, so a distributed team is never blocked waiting for an overlap window.
Coordination you do not chase
Engineering, design, QA and stakeholders aligned without you having to be the router between them.
How it works
How an engagement actually runs
01
Discovery over scope and risk
A pass across what is being built, what is assumed, and what has never been written down. The output is a list of constraints and open questions, including the ones that are awkward to raise.
02
An agreed delivery plan
Dependencies, capacity and dates that survive contact with reality. Where the plan cannot meet the ask, that is surfaced here rather than discovered in month three.
03
Cadence and reporting established
Sprint rhythm, status format and escalation path agreed while the news is still good, so the first difficult report is not also the first report.
04
Delivery against the plan
Execution with risk managed in flight. Trade-offs are named as they arise and the forecast is updated when the facts change, not when the quarter ends.
05
Handover that outlasts me
Documentation, standards and, where useful, mentored project managers, so capability stays after the engagement closes.
Proof
Where this has been tested
Three deliveries with different constraints: a statutory deadline, a build from zero, and scale.
PlaneConnection
Aviation safety and flight operations platform delivered against the FAA May 2027 SMS compliance deadline, a date that genuinely could not move.
Read the case study
MedicaidSoft
Healthcare claims system built from scratch under my lead, cutting claim processing time by 60% against the legacy workflow.
Read the case study
ParentPulse
School communication platform now serving 300+ schools across the United States at 99.9% uptime.
Read the case studyEngagement models
Ways to work together
Most engagements start small and grow. These are the shapes they usually take.
| Included | Advisory | Embedded delivery | Function build |
|---|---|---|---|
| Discovery pass over scope and risk | Yes | Yes | Yes |
| Written delivery plan with dependencies and dates | Yes | Yes | Yes |
| Named single point of contact | — | Yes | Yes |
| Sprint and release cadence run end to end | — | Yes | Yes |
| Executive reporting and escalation path | On request | Yes | Yes |
| Risk register maintained through delivery | — | Yes | Yes |
| Methodology and governance documented | — | Partial | Yes |
| Project managers mentored and handover | — | — | Yes |
Questions
Before you get in touch
What is the difference between project management and delivery management?
Project management asks whether the plan is being followed. Delivery management asks whether the thing is going to ship, and what has to change for it to ship. The second question usually has an uncomfortable answer, because something has to give: scope, date, cost or quality. Delivery management means owning all four together and naming the trade-off early, while it is still cheap.
Do you run Agile or Waterfall?
Whichever the work actually needs. Agile and Scrum where product discovery is genuine and the team can sustain the cadence. A structured plan-driven approach where scope is fixed, governance is formal or a regulator sets the date. Most engagements end up somewhere between the two, and pretending otherwise wastes everyone.
How do you handle a large time difference?
With a written-first operating rhythm. Decisions, risks and status live in the tracker rather than in someone’s memory of a call, so progress does not stall waiting for an overlap window. Two client founders have said publicly that the time difference never slowed their project down.
What size of engagement makes sense?
Anything from a single product build to standing up a delivery function and the standards it works to. Recent portfolios have run 4 to 6 concurrent enterprise projects with 6 to 10 senior stakeholders.
What happens when the date cannot be met?
You hear it from me early, with the options laid out: cut scope, add capacity, move the date, or accept a quality trade. What you will not get is a green status report followed by a late surprise.
Tell me what has to ship, and when
The first conversation is about the outcome you need and the constraints around it. If the work is not a fit, I will say so.