Director of Delivery

The Role

SOSi delivers software, cyber, and enterprise IT systems across INDOPACOM, EUCOM, SOCOM, and the global DoDIN. We are growing fast enough that the technical solution we propose and the capability portfolio we propose it from now need a single owner. That is this role.

You will own the technical solution on competitive pursuits and the authoritative view of what SOSi can credibly deliver today. You will also own the intake, requirements, and roadmap process that connects our Business Units to the engineering and solutions capacity behind them. Business Units keep program execution and P&L. You set how the work is scoped, sequenced, and handed off, and you have full authority to build the team you need to do it.

Scope: a team of business analysts and solution architects, supporting a portfolio spanning defense, intelligence, and federal civilian programs across CONUS and forward theaters.

What You'll Own

Solutions and Capability Portfolio

• Own the technical solution on competitive pursuits: architecture, staffing model, basis of estimate, and delivery timeline.

• Hold the line on executability. What we propose reflects how we actually deliver.

• Maintain the authoritative view of SOSi products and capabilities: maturity, reuse boundaries, and what is proposable today versus what requires investment.

• Work with product owners so roadmap reality informs solutioning and pursuit demand shapes product plans. Arbitrate build, reuse, or partner.

• Feed post-award reality back into how we solution the next one.

Intake, Requirements, and Roadmaps

• Run intake for Business Unit requests against a published response standard. Turn requests into scoped, estimable work with a named owner, and decline what does not fit with a stated reason.

• Drive requirements definition with Business Unit stakeholders. Work starts from written, agreed scope.

• Publish roadmaps by Business Unit and across the portfolio on a fixed cadence, with work in progress and capacity visible in a system of record.

• Chair the delivery review with Business Unit leadership. Sequence the queue in the open, record commitments, escalate unresolved calls to the CTO.

• Set hypercare for every transition to sustainment: entry criteria, duration, named support owner, exit criteria.

• Operate as the partner Business Unit leadership chooses to bring problems to first.

Standards, Team, and Tooling

• Own the delivery playbook and the quality bar for deliverables and customer-facing work products. Partner with Quality to keep standards practical.

• Lead and scale the business analyst and solution architect team. Full authority to restructure, hire, and define roles and career paths.

• Identify the delivery work worth automating and write the requirements and acceptance criteria. Our Applied AI team builds it. You validate that what comes back is trustworthy.

Success at Twelve Months

• Cycle time from Business Unit request to scoped, estimable work is measured and falling.

• Rework hours attributable to requirements gaps are tracked and materially reduced.

• Current roadmaps exist per Business Unit and portfolio-wide, refreshed on cadence, with capacity visible.

• Every sustainment transition runs through hypercare with a named owner and a clean exit.

• Post-award teams execute the solution that was proposed, and a maintained catalog answers what we can credibly propose.