Delivery Manager

Anchanto | Job Description PBU Delivery & Agile Operations Manager – OMS Location: Pune, India | Reports to: Product Business Unit Head | Experience: 6+ Years | Type: Full time, Work from Office About the Role Anchanto is a global enterprise-grade B2B SaaS company.

We provide cloud software for brands, retailers, and logistics providers to manage orders, inventory, marketplaces, fulfilment, parcel tracking, and omnichannel commerce.

As Anchanto evolves toward integrated Product Business Units (PBUs), we need a leader who can run the delivery operating system of a business unit.

This role combines multi-pod Scrum leadership, program delivery, resource and capacity planning, financial visibility, operational governance, and PBU administration.

This is not a ceremony-only Scrum Master role.

The person is expected to independently create structure, maintain a single view of all commitments, challenge unrealistic plans, hold senior stakeholders accountable, and ensure work gets delivered with speed, predictability, and quality.

The role requires a strong presence with Product, Engineering, QA, DevOps, Customer Delivery, Support, and the PBU Head.

Why This Role Exists The PBU model brings Product, Engineering, QA, Architecture, DevOps, Implementation, and Support closer together around a single product outcome.

To make this model work, the PBU needs one owner for delivery rhythm, portfolio visibility, resource loading, risk management, operational discipline, and leadership reporting.

This role exists to ensure that the PBU does not depend on fragmented trackers, informal follow-ups, or late escalations.

What You Will Own The role owns nine areas.

The expectation across all of them is the same: strong ownership, data over opinion, early visibility of risk, clear accountability, and reliable execution.

Multi-pod Scrum and Agile delivery management Manage approximately 6 to 10 active Scrum teams or delivery pods in parallel, with the ability to scale the operating cadence as the PBU grows.

Ensure effective sprint planning, backlog refinement, daily Scrum, reviews, retrospectives, and Scrum of Scrums without creating unnecessary ceremony.

Ensure every pod has a clear sprint goal, ready backlog, acceptance criteria, realistic capacity plan, visible dependencies, and agreed Definition of Ready and Definition of Done.

Monitor and improve commitment reliability, cycle time, lead time, throughput, scope churn, spillover, defect leakage, escaped defects, and release predictability.

Improve velocity and flow sustainably without compromising quality or using story points as an individual productivity measure.

Coach teams toward self-organisation while holding teams and leaders accountable for agreed process and delivery standards.

Identify recurring blockers, late requirements, delayed QA, weak Jira hygiene, and process failures, and drive root-cause corrective action.

Integrated delivery and portfolio planning Maintain one consolidated delivery plan across product roadmap, customer projects and customisations, technical debt, innovation, compliance, production incidents, and L3 support.

Translate PBU priorities into executable milestones, pod plans, owners, dependencies, and resource requirements.

Maintain visibility of planned versus actual progress, delivery confidence, critical path, scope changes, customer commitments, and roadmap displacement.

Ensure customer-specific work does not silently displace roadmap commitments without an explicit business decision.

Classify work as reusable product capability, hybrid product/customer work, or customer-specific customisation to support the right product and commercial decision.

Support quarterly planning, monthly operating reviews, and major reprioritisation decisions with clear options and impacts.

Maintain decision logs for material scope, priority, resource, budget, and date changes.

Resource loading and capacity management Maintain a current capacity and allocation view across Product, Engineering, QA, Architecture, DevOps, Design, Implementation, and Support.

Identify overload, underutilisation, shared-resource conflicts, skill bottlenecks, and single points of failure before they affect delivery.

Recommend pod composition based on work requirements, available skills, and delivery risk.

Present practical trade-off options when capacity is insufficient, including scope reduction, phased delivery, resequencing, date revision, temporary reallocation, hiring, or contracting.

Prevent teams from accepting commitments without validated scope, dependencies, and confirmed capacity.

Track planned versus actual utilisation and explain material variance.

Delivery accountability and stakeholder leadership Act as the operating owner for PBU delivery and ensure commitments are converted into clear plans, owners, dates, and closure.

Hold Product Managers, Engineering Managers, QA Leads, Architects, and other stakeholders accountable for agreed actions and standards.

Conduct difficult delivery conversations when scope, dates, quality, resource availability, or process discipline are at risk.

Challenge unrealistic commitments, incomplete requirements, unsupported dates, and unapproved customer promises with facts and alternatives.

Escalate unresolved issues to Engineering Heads, the PBU Head, or leadership with impact, options, recommendation, and decision required.

Maintain a visible and credible presence across the PBU; this role must not operate as a passive coordinator or status chaser.

Financial and commercial governance Work with Finance and PBU leadership to track planned versus actual effort, budget consumption, forecast to complete, vendor or contractor cost, rework, and support cost.

Maintain operational cost visibility for major roadmap initiatives and customer projects.

Support customer-project margin and cost-to-value discussions by providing reliable delivery, effort, and forecast data.

Identify material variance early and recommend corrective action.