We ship enterprise software for the legal industry, and we are installing a new operating model while we ship. This role keeps delivery organized, visible, and moving across our in-house product teams and our external development partner's teams: one process, one tracking instrument, one calendar of commitments. Product Managers own what we build and why. Engineering owns how it gets built. This seat owns how the work flows between them: the cadence, the tracking, the dependencies, the readiness gates, and an honest picture of where every commitment stands. The job is to make the work less diffuse. Every conversation with this seat should leave the work more organized than it started. It is a steward seat, not a gatekeeper, and it serves the teams it measures.
1) You have run one standard process on one instrument across teams that each had their own.
You have landed several delivery teams, internal and vendor, on standard scrum: one work-management tool such as Jira, its defaults first, a shared vocabulary everyone agreed to, enforced in the ceremonies as the work happens. When someone asks for a custom construct, your first question is what problem it solves and whether the standard model already solves it. You add tooling only when live use proves a painful friction point, and you keep the process the smallest version that works, because process for its own sake is the failure mode of this seat. You ask teams for outcomes and the metric that shows them; the how stays theirs.
Evidence looks like: "Moved four teams, two of them at a vendor, from three trackers and three vocabularies onto one Jira instance with standard workflows, and the leadership team stopped asking for status." In an interview, you can name a custom field or workflow you talked a team out of by mapping it back to the standard, and the one you kept and the friction that justified it.
2) You surface a slipping commitment the week it slips, with the fix attached.
Leadership trusts the delivery picture because you keep it honest: say/do by team, scope added after a sprint starts, deploy versus release, and readiness gates run on evidence (binary items, named cross-functional sign-off, an artifact attached before it counts) rather than a thumbs-up. When a date or a dependency starts to move, you raise it once, early, in a form someone can act on: what is wrong, the mechanism that fixes it, how we will know it worked, and what you need from whom by when. Documenting decisions after they are made is not risk management, and chasing people is not either.
Evidence looks like: "Caught a vendor testing dependency slipping two sprints before the release date and re-planned the cutover around it before the date moved," or a risk register where every open item carries a mechanism, an owner, and a check date. In an interview, you can walk through a gate you designed, where you drew the line on what counts as ready, and a time you held that line under pressure.
3) You facilitate so decisions get made in the cadence and the teams own the fix.
You run the operating rhythm: the cadence calendar, the agendas, the facilitation, and a decision log where every decision carries an owner, a due date, and a change reason. Ceremonies exit with decisions rather than open questions. When a process problem shows up, you bring the retro the symptom counted and what it cost the business, and the team chooses the fix, so it is their fix and it sticks. You coach leads to run their own ceremonies and step back when they can. You debate a decision hard, then commit to it fully, in what you say to the team as much as in what you track.
Evidence looks like: "Turned a set of status meetings into decision meetings with a live decision log, and handed the standups to the team leads within a quarter." In an interview, you can describe a retro where the team chose a fix you would not have picked, what happened, and why you let it stand.
$125,000 – $185,000 base compensation, commensurate with experience. Benefits include Medical, Dental, and Vision coverage; Life insurance (Voluntary Term and Whole Life); Voluntary Long Term Disability; paid time off and paid holidays; 401(k); Employee Assistance Program (EAP); and Maternity Leave.
We are a global court reporting company, providing best-in-class court reporting, interpretation and trial services throughout the United States and abroad. The Company is headquartered in Washington, DC with offices around the globe. As a forward-thinking company, we are conversant with the latest technologies and work closely with clients to implement case-winning tools, including streaming text and video, realtime to iPads, mobile videoconferencing, and digital deposition exhibits.
At Planet Depos we are passionate about what we do, we challenge the status quo and exceed the boundaries of our clients’ expectations. We work only with the most elite professionals and handle all the heavy lifting for our clients, without disappointment or unpleasant surprises.
Planet Depos has extensive experience in the management of cases of all size, including state, Federal, ITC, and multi-district litigation and is the only court reporting company that provides its services throughout the U.S. and Asia with no travel expenses. Our secure, complimentary and searchable web repository provides anytime/anywhere access to transcripts and exhibits.
With 24/7/365 live customer service and technology support, a client’s emergency becomes our emergency, whether it’s in Washington, DC, or in any other city around the world. No matter what you need or when you need it, the team at Planet Depos Will Make It Happen for you.
