Service Delivery Manager — Service Operations

ABOUT THE ROLE 

The Service Delivery Manager owns a portfolio of Service Operations accounts — dispatch and work order management, service desk, and inbound customer service, running on extended-hours or 24/7 coverage. The role is accountable for what reaches the client’s sites and customers: that work orders are dispatched and closed, that calls and emails are answered inside the window, and that nothing is lost across a shift handover. It leads through Team Managers rather than around them.

KEY RESPONSIBILITIES

• Set the delivery standard across the portfolio — queue, coverage and quality targets per account, reviewed on a fixed weekly cadence
• Lead, develop and performance-manage the Team Managers running each account and shift
• Own the shift model for the portfolio — day, evening and overnight coverage, and who carries after hours
• Own the relationships with the client’s dispatch leads, service managers and operations POCs
• Sponsor CI projects across the accounts — intake cleanup, queue automation, and handover standards
• Own work order intake — every request logged against the right site and priority on receipt, with intake lag reported separately from processing time
• Own dispatch quality — correct trade, priority and site, and the right technician or vendor assigned
• Hold emergency work ahead of routine, and keep after-hours work moving
• Own completion and endorsement — no work order closed without the field detail billing needs
• Own the handoff into billing — unbilled work orders visible, with aging reported weekly
• Hold queue health across work orders, cases, shared mailboxes and voicemail — nothing unactioned beyond the agreed threshold
• Make shift handover a controlled process — a documented endorsement every shift, and an incident raised when one is missed
• Own telephony targets where the account carries calls — ASA, abandon rate and hold time
• Own after-hours routing and the callback standard, evidenced rather than assumed
• Plan coverage against volume by day and interval, not headcount averages
• Plan ahead for peak season, preventive maintenance cycles and emergency surges
• Lead incident response per the Incident Management Framework — containment, root cause analysis, and corrective and preventive actions
• Own client communication during an incident, inside the committed window
• Hold the weekly performance review with each Team Manager — their queue, adherence and QA numbers, taken to a root cause and an action plan
• Own the client relationship at operational and senior operational level — WBRs, MBRs and service reviews
• Run the QA cycle across voice and work order handling, calibrated with the client where they audit as well
• Escalate repeat issues into due process rather than coaching them again
• Build Team Manager capability and shift-level succession, so no account or shift depends on one person
• Own the commercial inputs — billable headcount, utilization and overtime against volume
• Protect scope — flag work taken on without a change request
• Keep the risk register and hypercare items current for the portfolio
• Own the portfolio reporting pack — WBRs, MBRs and client reports delivered on the committed day, every cycle
• Ensure client VOCs and incidents are logged in Jira and managed through to resolution per the SD playbook
• Ensure coverage discipline across the portfolio: no leave without a named backup for deliverables due during the absence
• Hybrid work setup, with occasional on-site reporting as required by business needs
• Work coverage or scope may be adjusted based on operational requirements

KEY PERFORMANCE INDICATORS

• SLA attainment across the portfolio — response, dispatch and resolution within committed per-account targets
• Queue health — zero work orders, cases or emails unactioned beyond threshold; zero missed shift handovers
• Telephony — ASA, abandon rate and hold time within target; 100% of missed calls returned within the shift
• Quality — QA score at or above target across voice and work order handling, calibrated with the client
• Repeat escalations — zero recurrence of a root cause already closed
• Coverage — adherence at target; no shift uncovered; no critical role without a named backup
• Governance — 100% of committed WBRs, MBRs and client reports delivered on the committed day
• Commercial — overtime within approved threshold; no unbilled scope carried beyond a cycle

SKILLS AND QUALIFICATIONS

Educational background required / desired:

• Bachelor’s Degree
• Or equivalent work experience

Work experience required / desired:

• Proven 7+ years in service delivery or operations management, including 3+ years leading through Team Managers or Supervisors
• Service operations background — dispatch, work order management, field service coordination, service desk or inbound customer service — in a BPO or shared-services environment
• Experience running extended-hours or 24/7 shift operations across multiple accounts

Communications skills required / desired:

• 10/10

MS Office applications proficiency required / desired:

• Advanced

Other qualifications:

• Prefer with multi-account portfolio ownership experience in a 24/7 service operation
• Proven strong leadership and Influencing skills
• Strong ability to coach and motivate Team Members.
• Excellent time management skills and the ability to prioritize work.
• Results-oriented and strong organizational skills.
• Excellent written and verbal communication skills.
• Understands the work order lifecycle end to end, and where it usually breaks — intake, dispatch, endorsement, and the handoff into billing
• Able to read a queue and aging report, an interval-level telephony report and an adherence report, and ask the right questions on backlog, coverage and outliers
• Comfortable holding a Team Manager to an evidence-based performance conversation, and following it through to due process when it does not move
• Credible with a client’s service manager or operations director, including when a site or customer has been affected
• Familiarity with CMMS and work order platforms, client service portals, CRM and ticketing tools, and telephony reporting such as Talkdesk, RingCentral or WebEx
• Experience stabilizing an account from transition into steady state, or recovering one in hypercare, is a strong plus