Director of IT Delivery
About the Role
The Director of IT Delivery is the primary business-facing leadership role within IT — responsible for translating the priorities of Agronomy, Grain, and Back Office Operations into a funded, sequenced, and realistic IT delivery portfolio. This role owns what gets prioritized, while Director of Technology owns how well the organization can deliver it — the two roles are intentionally separated so neither business urgency nor technical capacity gets steamrolled by the other.
What will you do?
• Own the IT delivery portfolio and roadmap across all business units, ensuring priorities reflect actual business need rather than whoever escalated loudest.
• Serve as the primary point of business engagement for IT — the person each business unit goes to when they need something funded, sequenced, or clarified.
• Translate level of effort into business terms and vice versa — able to look at a piece of IT work and communicate realistic timeline, cost, and tradeoffs to a non-technical business stakeholder, and translate a business ask back into scoped, sequenced technical work.
• Own delivery tracking and portfolio visibility in Wrike — maintaining the roadmap, project status, and resourcing views that both business stakeholders and IT leadership rely on for decision-making.
• Act as Scrum Master for IT delivery initiatives — running sprint ceremonies (planning, stand-ups, retros) where applicable, removing blockers, and keeping delivery teams and Delivery Leads working against a shared, visible cadence rather than ad hoc requests.
• Own change management and UAT coordination for delivery initiatives — ensuring changes hitting production are reviewed, tested, and signed off with clear acceptance criteria before go-live.
• Manage risk across the delivery portfolio — identifying, tracking, and mitigating risk on in-flight initiatives, and escalating proactively rather than letting risk surface at delivery.
• Own budget and resourcing for the delivery function — including any third-party vendors or consultants engaged to support delivery work.
• Lead and coach the Delivery Leads (Agronomy, Grain, Back Office Ops), holding them accountable for business outcomes, not just completed tickets — even though they don't own technical staff directly. Build delivery-team skill and capacity over time, not just manage day-to-day output.
• Partner directly with Director of Technology on a standing, recurring basis to weigh capacity and feasibility before committing work to the roadmap — prioritization decisions are made with technical reality in view, not in isolation.
• Coordinate with Lead Automation Engineer on location-level and automation-related priorities specifically, given that role's dual scope as both a working manager and a prioritization partner.
• Work with Manager, Business Systems & AI / Business Systems Analyst to ensure delivery priorities reflect what AGRIS and other core systems can actually support — preventing commitments that outpace system capability.
• Escalate and resolve prioritization conflicts between business units competing for the same shared technical resources.
• Report portfolio health and delivery risk to the VP of IT as part of overall IT governance.
Publish an organization-wide monthly update summarizing what IT is working on and has accomplished — giving business stakeholders outside IT regular, digestible visibility into delivery progress without requiring them to track the roadmap directly.