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Head Of Delivery

CÔNG TY TNHH ZEYA LABS AI · Hồ Chí Minh
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Ngành nghề khác
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Hồ Chí Minh, Hồ Chí Minh, Hồ Chí Minh

Tổng quan

  • Build and own the actual project and program plans — milestones, dependencies, critical path — for major cross-functional initiatives, not just a tracker of other people's plans
  • Carry the delivery outcome, not just the status report: when a program lands late, you're the one accounting for why, alongside whichever functional lead owned the work
  • Identify resourcing and sequencing conflicts before they become fire drills, and bring the CEO a clear trade-off, not just a problem
  • Own the risk register for active programs — surfacing schedule, scope, and resourcing risk proactively, before it's overdue
  • Where a functional lead doesn't have a real plan, build one with them — this role sets planning discipline, it doesn't just audit for it
  • Design and own the CEO's execution operating system — a live, board-grade view of every meaningful commitment across Product & AI, Engineering, and other functional leads
  • Set and chair the review cadence that keeps senior stakeholders honest — built for accountability, not status theatre
  • Convert scattered signal (Teams threads, half-finished docs, hallway conversations) into a clear, decision-ready picture for the CEO
  • Call slipping commitments before they're overdue, with enough judgment to know what's actually worth the CEO's attention
  • Distinguish real blockers from avoidable delay, and hold senior functional leads to their commitments directly — your credibility does the work an org chart would do elsewhere
  • Keep the definitive record of who owns what, so accountability never depends on memory, goodwill, or who spoke last
  • Drive open items to genuine completion — not acknowledgment, not "in progress," done
  • Build the operating cadence and lightweight systems that make this sustainable at scale, not something the CEO has to personally re-run every week
  • Use AI tooling to make tracking, escalation, and reporting fast enough to be real-time — not a retrospective report on what already went wrong

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