Managed Services Delivery Manager

Role OverviewBuild the infrastructure - establish the governance, tooling, and process foundation for how recurring engagements will be mobilized, monitored, and billed going forward.Run what already exists - take direct ownership of currently live T&M and Managed Services engagements so that delivery continuity, SLA attainment, and billing are not disrupted while the infrastructure is being built. Key ResponsibilitiesA. Infrastructure Build Stand up the SLA definition and agreement process for new Operational Managed Services engagements - aligned to ISO/IEC 20000-1 categories (availability, response time, resolution time, quality/output) in lines with the terms negotiated with clients that safeguard the company’s interest.Establish the client enablement document template and process for T&M engagements - billable-day definition, approval authority, exception handling, non-withholding clause.Define the mobilization checklist and standard for both production (billable) and management staff - covering client acceptance, rate/SLA confirmation, system access, and compliance documentation.Set up the Change Request (CR) governance process for Managed Services - formal logging, classification, pricing against the Master Price List, and client acceptance before billing wherever applicable.Work to ensure all of the above is documented as a formal SOP, version-controlled in the central SharePoint repositoryB. Live Engagement ManagementTake direct ownership of an assigned portfolio of active T&M and/or Managed Services engagements immediately upon joining.Own the monthly timesheet governance cycle for T&M engagements - data preparation, Level-1 and Level-2 approval chase, daily rate application, and timely Delivery Note preparation.Monitor SLA attainment for Managed Services engagements in your portfolio - track performance against agreed thresholds, escalate to Technology before a breach occurs, and produce the service period report.Manage the Delivery Note sign-off cycle end-to-end - reconcile to rate card/PO, obtain client signature, and hand over the signed DN package to Finance within the stipulated timelines.Act as the first escalation point for client-side service issues, timesheet disputes, and delivery concerns within your portfolio.Flag and formally raise any engagement carrying unacceptable delivery risk - including the right to recommend declining or restructuring high-risk scope before commitment.C. MobilizationCoordinate the mobilization of new resources onto live engagements - client acceptance of profiles, rate/SLA confirmation in writing, and compliance documentation (Iqama, GOSI, WPS enrolment) completed before Day 1 of billable work.Set up onsite and offshore delivery infrastructure for new mobilizations - system access, VPN, workspace allocation, and working-time framework - confirmed and tested before go-live.Coordinate with HR and Technology to ensure management and governance roles (not just production staff) are assigned and briefed before engagement start.D. Reporting & Continuous ImprovementMaintain real-time visibility of utilization, recovery days, and SLA attainment across your portfolio - feeding into the Portfolio Manager's aggregated view.Contribute engagement-level data and lessons learned into the 90-day capacity forecast and into future proposal costing.Identify recurring process gaps during live delivery and feed them back into the infrastructure build - this role is expected to improve the SOPs it operates under, not just follow them.RequirementsExperience6–10 years of experience in IT services delivery, managed services operations, staffing/T&M operations, or recurring service delivery.Demonstrated experience running live client engagements with commercial accountability - not purely a project coordination background.Experience setting up a new process or function from scratch is strongly preferred - this is as much a build role as a run role.Exposure to both onsite and offshore delivery models is an advantage, given the company's KSA, India, and Egypt footprint.Technical & Functional SkillsStrong working knowledge of SLA frameworks - familiarity with ISO/IEC 20000 or ITIL service management concepts preferred.Comfortable with timesheet, billing, and Delivery Note governance cycles - understands the mechanics of how T&M revenue is protected from leakage.Experience with ticketing or service management platforms (Fresh service, Jira Service Management, or equivalent) for CR and SLA tracking.Working knowledge of KSA labor compliance touchpoints - Iqama, GOSI, WPS, Qiwa - sufficient to coordinate with HR, not execute compliance directly.Behavioral & Leadership QualitiesComfortable holding two priorities simultaneously - building new processes while keeping existing commitments running without disruption.Direct and proactive in escalating risk - this role is expected to say no to unworkable commitments, not absorb risk silently.Strong written communication - produces clean, factual service reports and escalation notes that a client or senior leadership can act on without rework.Works well under ambiguity without using that ambiguity as an excuse for delivery gaps.Certifications (preferred, not mandatory at entry) ITIL FoundationPMP or equivalent project/service management certificationLean Six Sigma Yellow Belt or Green Bel

Role Overview

Build the infrastructure - establish the governance, tooling, and process foundation for how recurring engagements will be mobilized, monitored, and billed going forward.

Run what already exists - take direct ownership of currently live T&M and Managed Services engagements so that delivery continuity, SLA attainment, and billing are not disrupted while the infrastructure is being built.

Key Responsibilities

A. Infrastructure Build

Stand up the SLA definition and agreement process for new Operational Managed Services engagements - aligned to ISO/IEC 20000-1 categories (availability, response time, resolution time, quality/output) in lines with the terms negotiated with clients that safeguard the company’s interest.

Establish the client enablement document template and process for T&M engagements - billable-day definition, approval authority, exception handling, non-withholding clause.

Define the mobilization checklist and standard for both production (billable) and management staff - covering client acceptance, rate/SLA confirmation, system access, and compliance documentation.

Set up the Change Request (CR) governance process for Managed Services - formal logging, classification, pricing against the Master Price List, and client acceptance before billing wherever applicable.

Work to ensure all of the above is documented as a formal SOP, version-controlled in the central SharePoint repository

B. Live Engagement Management

Take direct ownership of an assigned portfolio of active T&M and/or Managed Services engagements immediately upon joining.

Own the monthly timesheet governance cycle for T&M engagements - data preparation, Level-1 and Level-2 approval chase, daily rate application, and timely Delivery Note preparation.

Monitor SLA attainment for Managed Services engagements in your portfolio - track performance against agreed thresholds, escalate to Technology before a breach occurs, and produce the service period report.

Manage the Delivery Note sign-off cycle end-to-end - reconcile to rate card/PO, obtain client signature, and hand over the signed DN package to Finance within the stipulated timelines.

Act as the first escalation point for client-side service issues, timesheet disputes, and delivery concerns within your portfolio.

Flag and formally raise any engagement carrying unacceptable delivery risk - including the right to recommend declining or restructuring high-risk scope before commitment.

C. Mobilization

Coordinate the mobilization of new resources onto live engagements - client acceptance of profiles, rate/SLA confirmation in writing, and compliance documentation (Iqama, GOSI, WPS enrolment) completed before Day 1 of billable work.

Set up onsite and offshore delivery infrastructure for new mobilizations - system access, VPN, workspace allocation, and working-time framework - confirmed and tested before go-live.

Coordinate with HR and Technology to ensure management and governance roles (not just production staff) are assigned and briefed before engagement start.

D. Reporting & Continuous Improvement

Maintain real-time visibility of utilization, recovery days, and SLA attainment across your portfolio - feeding into the Portfolio Manager's aggregated view.

Contribute engagement-level data and lessons learned into the 90-day capacity forecast and into future proposal costing.

Identify recurring process gaps during live delivery and feed them back into the infrastructure build - this role is expected to improve the SOPs it operates under, not just follow them.

Requirements

Experience

6–10 years of experience in IT services delivery, managed services operations, staffing/T&M operations, or recurring service delivery.

Demonstrated experience running live client engagements with commercial accountability - not purely a project coordination background.

Experience setting up a new process or function from scratch is strongly preferred - this is as much a build role as a run role.

Exposure to both onsite and offshore delivery models is an advantage, given the company's KSA, India, and Egypt footprint.

Technical & Functional Skills

Strong working knowledge of SLA frameworks - familiarity with ISO/IEC 20000 or ITIL service management concepts preferred.

Comfortable with timesheet, billing, and Delivery Note governance cycles - understands the mechanics of how T&M revenue is protected from leakage.

Experience with ticketing or service management platforms (Fresh service, Jira Service Management, or equivalent) for CR and SLA tracking.

Working knowledge of KSA labor compliance touchpoints - Iqama, GOSI, WPS, Qiwa - sufficient to coordinate with HR, not execute compliance directly.

Behavioral & Leadership Qualities

Comfortable holding two priorities simultaneously - building new processes while keeping existing commitments running without disruption.

Direct and proactive in escalating risk - this role is expected to say no to unworkable commitments, not absorb risk silently.

Strong written communication - produces clean, factual service reports and escalation notes that a client or senior leadership can act on without rework.

Works well under ambiguity without using that ambiguity as an excuse for delivery gaps.

Certifications (preferred, not mandatory at entry)

ITIL Foundation

PMP or equivalent project/service management certification

Lean Six Sigma Yellow Belt or Green Bel