As Early Careers Delivery Manager, you will turn our Early Careers strategy into experiences that shape how the next generation starts and grows its career at Deloitte. You will own the effective delivery of learner journeys across induction and development, working closely with Professional Education and teams across the firm to make ambitious, complex programmes feel seamless for every learner.
You will have real ownership and visible impact: connecting people, processes, systems, communications and suppliers, managing budgets and delivery risk and improving the common experiences used across the firm. This is not simply about keeping programmes running. It is about raising the standard of delivery, using insight to make better choices and creating experiences that are consistent, scalable and built around learner success.
You will work at the centre of a broad network of Early Careers Leads, the Head of Delivery, Professional Education, learning and technical capability teams, project colleagues and service line stakeholders. The role offers the scale, variety and influence to improve experiences for learners across the firm, while giving you the freedom to challenge how things are done and turn good ideas into practical change.
Delivering the End-to-End Learner Journey
- Own the end-to-end operational delivery of Early Careers journeys, from pre-joining and induction through key development milestones, creating experiences that help thousands of learners feel confident, connected and ready to succeed.
- Turn Early Careers strategy and programme design into ambitious, practical delivery plans that work across cohorts, locations and business areas, bringing clarity, pace and discipline to a complex national portfolio.
- Bring together communications, events, learning, systems and learner support so every touchpoint feels joined up, accessible and purposeful rather than like a series of separate activities.
- Orchestrate delivery across Recruitment, Professional Education, learning and technical capability teams, faculty, suppliers and business stakeholders, anticipating dependencies and keeping the learner journey moving.
- Shape and continuously improve the common components, standards, templates and processes that sit at the heart of the Early Careers experience, creating greater consistency without losing what matters to individual businesses.
- Challenge unnecessary complexity and variation, using technology, automation and smarter ways of working to improve quality, release capacity and deliver experiences that can scale
Managing Stakeholders, Suppliers and Delivery Interfaces
- Build trusted relationships with senior stakeholders across service lines and business areas, understanding what matters to them and creating confidence that programmes will deliver for both learners and the business.
- Lead day-to-day relationships with Deloitte Faculty, external partners, vendors and internal delivery teams, setting clear expectations and holding others to account for quality, milestones and service performance.
- Be the operational lead for assigned programmes, making sound decisions, unblocking delivery and escalating material risks, trade-offs or investment choices at the right time.
- Create clarity where responsibilities cross team boundaries, bringing colleagues together around one plan, clear accountabilities and a shared commitment to the learner experience.
- Influence stakeholders to adopt common standards and proven approaches, constructively challenging bespoke requests where they add cost or complexity without improving outcomes.
- Spot opportunities to connect work across the portfolio, reuse great ideas and create shared solutions that reduce duplication and raise the standard of delivery.
Improving Learner Success Through Data
- Use learner engagement, attendance, progression and feedback data to see what is working, identify emerging risks early and focus attention where it will make the greatest difference.
- Turn insight into action, working with relevant teams to design timely, practical interventions that improve participation, skill progression and the overall learner experience.
- Create a clear and credible view of programme performance through accurate data, dashboards and reporting, ensuring leaders can see delivery status, outcomes, risks and required decisions.
- Evaluate the effectiveness of learner journeys and delivery approaches, combining data with learner and stakeholder insight to prioritise meaningful improvements rather than activity for its own sake.
- Champion digital solutions and automation that make support easier to access, improve visibility and free the team to focus on higher-value learner needs.
Enabling Governance, Quality and Operational Excellence
- Own the financial management of assigned programmes, building credible forecasts, tracking expenditure, explaining variances and making informed choices that keep delivery within agreed plans.
- Drive strong supplier performance and commercial value, challenging delivery models and costs while protecting the quality of the learner experience and the outcomes programmes are designed to achieve
- Create confidence that programmes are ready to launch and run well, connecting scheduling, communications, systems, faculty, suppliers, venues and learner support into one disciplined readiness plan.
- Embed quality, inclusion, safeguarding and compliance into everyday delivery, ensuring controls are practical, consistently applied and never treated as a last-minute check.
- Build learner wellbeing and psychological safety into how experiences are delivered, recognising concerns early and ensuring they reach the right support and governance channels.
- Maintain a clear view of financial, operational and delivery risk, putting effective mitigations in place and bringing forward investment needs or decisions before they become barriers.
- Use scale as an advantage, identifying opportunities to simplify delivery, optimise resources and reduce cost while improving consistency, resilience and learner outcomes.
Experiences
- Proven experience leading end-to-end delivery of complex learning, onboarding, talent or people programmes in a large or matrixed organisation
- A strong track record of turning strategy or programme design into coordinated delivery across multiple workstreams, audiences, locations and stakeholders
- Experience owning programme budgets and forecasts, interpreting financial information and making sound decisions about cost, quality, risk and value
- Experience managing suppliers or learning providers, including service performance, commercial challenge, procurement requirements and delivery relationships
- Experience creating common processes or service standards across different business areas, with the judgement to know when to standardise and when flexibility genuinely adds value
- Confidence using programme and learner data to identify risk, influence decisions, target interventions and demonstrate impact
- Knowledge of onboarding, induction or professional learning pathways; experience of apprenticeships, Early Careers or regulated learning would be an advantage rather than a prerequisite
Skills and Behaviours
- Purposeful delivery leader - you turn ambitious ideas into clear plans and high-quality experiences, maintaining momentum without losing sight of detail
- Influential collaborator - you build trust quickly, bring people together across organisational boundaries and challenge constructively when a better outcome is possible
- Learner and business focused - you care deeply about the human experience while understanding the commercial and operational realities of delivering at scale
- Commercially confident - you are comfortable owning budgets, testing assumptions, challenging supplier costs and making balanced decisions about quality, risk and value
- Data-led and digitally curious - you use evidence and technology to ask better questions, improve decisions and create simpler, more responsive services
- Relentless improver - you spot duplication and friction, translate ideas into practical change and build approaches that others can adopt and sustain when priorities shift or delivery becomes complex
