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Client Delivery Manager - NexusGRID

Yesterday 2026/11/16 ·Application closes in 118 days
Other Business Support Services
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Job description

Purpose of the Role

The Client Delivery Manager is the single point of accountability for the delivery of a major enterprise software platform to a large utility client. The role owns the client relationship day-to-day, drives contractual milestones through to formal acceptance, and protects both the delivery schedule and the commercial terms of the contract.



This is a governance and relationship role, not an engineering one. The postholder works in partnership with CTO and with a Product Manager who owns scope definition, and with Business Development Director who owns the commercial relationship above the project.



Key ResponsibilitiesClient Relationship
  • Act as the client's primary point of contact for all delivery matters.
  • Run the weekly status meeting and issue the written status report and action log.
  • Maintain and actively manage the client stakeholder map - control centre engineers, IT, procurement, and the executive sponsor.
  • Escalate early and in writing. No issue should reach the company first from the client's side.
Delivery Governance
  • Own the master schedule and drive it against contractual milestones.
  • Maintain the RAID log (risks, assumptions, issues, dependencies) and review it weekly with the delivery team.
  • Coordinate FAT, SAT, UAT, training, and go-live readiness in partnership with the Technical Delivery Lead.
  • Chair the bi-weekly steering committee with both executive sponsors.
Commercial Protection
  • Drive milestone acceptance sign-offs, which are the contractual triggers for invoicing.
  • Enforce change control: no scope moves without a documented, priced, and signed change request.
  • Flag margin risk, schedule slippage, and dependency failures to the Delivery Director before they translate into cost.
  • Support Business Development on change order pricing and expansion opportunities.
Internal Coordination
  • Translate client requirements and complaints into work the engineering team can consume.
  • Interface with the Product Manager on scope definition and backlog priority, protecting the product roadmap from unmanaged client-specific demands.
  • Direct the Project Coordinator on documentation, minutes, trackers, and the invoicing pack.
  • Shield the engineering team from unmanaged client interruption.
Post Go-Live
  • Transition the account into support and SLA governance.
  • Identify follow-on work and hand qualified opportunities to Business Development.

RequirementsEssential
  • Bachelor's degree in engineering, computer science, or a related field.
  • Seven or more years in delivery or project management of enterprise software for large organisations.
  • Demonstrated experience delivering to Egyptian utility, government, or state-owned clients - including procurement culture, approval chains, and formal correspondence.
  • Track record of owning contractual milestones through to client acceptance and payment.
  • Strong technical literacy: able to read architecture diagrams, interrogate estimates, and recognise when an engineering explanation does not hold.
  • Fluent Arabic and English, including formal written reporting (French or German is a plus).
Desirable
  • Exposure to SCADA, EMS, ADMS, or OT environments in any capacity.
  • Familiarity with utility control centre operations.
  • PMP, PRINCE2, or an equivalent project management qualification.
  • Prior experience working with transmission or distribution utilities.
Attributes
  • Comfortable being the person who says no to the client.
  • Writes clearly and often - the paper trail is part of the job.
  • Curious about the technical domain without wanting to do the technical work.

Success Measures - First 12 Months
  • Milestone acceptance sign-offs obtained on or ahead of contractual dates.
  • Collections achieved against invoiced milestones.
  • Zero unpriced scope delivered.
  • Client escalations resolved at project level rather than escalated to executive level.
  • Steering committee cadence maintained without slippage.



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