Business Delivery Manager

Business Delivery ManagerA hands-on, cross-functional delivery role leading client onboarding, technical integration and business change projects
Reports to: Chief Operations Officer Department: Operations Hours: Full time, 39.5 hours per week Location: Hybrid, 2 days in the office (Huddersfield HD2) Role level: Manager Progression: Potential pathway to Business Delivery Lead
About the role:
We're growing fast, with more B2B partners, more integrations and more change landing across the business. We need someone who enjoys building the way we deliver as much as delivering itself: putting simple, workable structure in place and then using it to land projects well.
This isn't a role for someone looking to run an established PMO. It's for someone who likes rolling their sleeves up, getting teams pulling in the same direction, and leaving things better organised than they found them.
Who are we? We're Ello Group, the people who create lasting connections between brands and consumers. We work with leading UK brands to support rewarding acquisition, engagement and loyalty propositions. Our homegrown brands, tastecard, Coffee Club and Gourmet Society, help people save money on the things they love without compromising on their lifestyles.
Role purpose The Business Delivery Manager leads the delivery of a portfolio of cross-functional projects, making sure they're planned realistically, coordinated across teams and landed safely into the business. They also build and embed a simple delivery framework that the business understands and can work within.
What you'll be delivering The role covers a varied portfolio, typically running several projects at once:

• Large B2B client onboarding: Mobilising new and renewing partners onto our products, from the point a deal is agreed through to launch and early-life support.
• Technical integrations: API, platform and H5 / embedded web app integrations with partners, working closely with Product and Technology.
• Regulatory and compliance change: Business-wide changes driven by legislation or regulation;
• Internal business change: Process, operating model and capability improvements agreed by the leadership team.

Key responsibilities:1. Project delivery and coordination

• Lead several projects at once, from approval through to handover into BAU.
• Build proportionate plans covering scope, milestones, owners, dependencies and key decision points.
• Coordinate activity across Product, Technology, Operations, Client Services, Customer Support, Finance, Compliance, Legal, Commercial and external partners.
• Run focused delivery meetings that drive decisions, actions and the removal of blockers.
• Plans constructively where commitments are unclear, unrealistic or not supported by capacity.

2. Client onboarding

• Deliver large B2B client onboardings, working alongside Commercial, Client Services and the wider business.
• Use live onboardings to spot what's working and where things fall down, and recommend practical improvements such as clearer handovers, earlier information and realistic lead times.
• Collaborates with stakeholders to agree and embed those improvements so onboarding becomes more consistent over time.

3. Readiness and go-live

• Coordinate business and operational readiness: process changes, training, communications, customer support briefings, controls and handover.
• Bring together business, operational, commercial, compliance and technical readiness, and give the sponsor a clear go/no-go recommendation.
• Coordinate launch activity and an appropriate period of early-life support.

4. Governance, risk and reporting

• Maintain clear delivery information: risks, assumptions, issues, dependencies, actions and decisions.
• Provide concise status reporting for Exec, Project sponsors and leadership, highlighting what has changed, where support is needed and what happens next.
• Escalate material risks and trade-offs early, with practical options and a recommendation.
• Apply governance in proportion to the size, risk and complexity of each project.

5. Outcome focus

• Keeps projects tied to the agreed objective, success measures and customer, partner or commercial outcome.
• Highlight scope growth, cost pressure or delays that could reduce value, and support post-implementation reviews.

6. Delivery framework and ways of working

• Builds a simple, consistent delivery approach that the business understands and can work within.
• Create practical templates and routines that improve visibility without adding bureaucracy.
• Coach project owners and workstream leads in planning, risk, readiness and reporting.

Experience and capabilities Essential

• Proven experience delivering technology projects, such as system implementations, API or platform integrations, or digital product releases, working closely with development teams.
• Experience running several cross-functional projects at once and balancing competing priorities.
• Experience coordinating operational readiness and go-live.
• A track record of introducing or improving delivery ways of working in a growing business, keeping them simple and practical.
• Confident working directly with external clients and partners as well as internal teams.
• A recognised project or change qualification (e.g. PRINCE2), backed up by strong practical delivery experience.
• Strong planning and delivery discipline: building plans, tracking dependencies, keeping clear risk and decision logs, and writing honest, balanced updates for leadership.
• Strong facilitation and stakeholder skills, with the confidence to challenge constructively.

Desirable

• Experience onboarding B2B clients or partners onto a product or platform.
• Experience delivering regulatory or compliance-driven change.
• Experience in a growing SME.
• Familiarity with delivery tools such as Jira or similar.

What we're looking for in you

• Practical and hands-on: you'd rather make something work than write a policy about it.
• Comfortable with ambiguity, and you enjoy putting structure where there isn't any yet.
• Collaborative, but confident enough to say when something isn't realistic.
• Resilient when priorities shift, and calm under launch pressure.

What success looks like

• Client onboardings land more smoothly, with improvements agreed and adopted across the teams involved.
• Priority projects have clear plans, owners and dependencies.
• Risks and delays come to light early enough to act on.
• Go-live decisions are made on complete readiness information, with fewer launch-day surprises.
• Leadership gets concise, trusted reporting.
• Delivery ways of working are simple, consistent and improving over time.

This is an amazing opportunity for someone looking to make an impact in a growing business, if you'd like to apply please send us your CV highlighting your relevant skills and expeirence.