Project Manager - Device Lifecycle Management

Purpose of the role

This role provides day-to-day ownership of the business-as-usual device lifecycle management service, taking on the activities previously carried by Central Project Manager. The focus is operational delivery rather than programme design: holding to account for service performance, keeping internal functions moving on their commitments, running the governance rhythm, and giving senior stakeholders a clear and consistent picture of where the service stands. The post holder works closely with Contracts, Procurement, Finance and Legal, and is expected to be credible in front of Client senior leadership.

Key accountabilities

Supplier relationship and performance

• Own the day-to-day operational relationship with Client and act as the single point of contact for escalation on non-delivery, stock shortages and processes that are not working.
• Drive root-cause resolution of delivery misses and depot or logistics failures, and hold to agreed recovery plans and dates rather than repeated status updates.
• Monitor service performance against contracted SLAs and KPIs, challenging reported data where it does not reflect the experience of users in the business.
• Manage formal contractual correspondence as it arises, including relief event and delay notices, working with Contracts, Legal and Procurement so that Client's position is documented and defended.

Accountability and issue management

• Maintain a single consolidated issue and action log, with named owners, due dates, current status and a clear escalation path.
• Hold Procurement, Finance, Legal and Contracts accountable for delivering their committed actions to time, escalating early and factually where commitments slip.
• Drive items to closure rather than simply reporting on them, and surface aged or at-risk actions to the Service Line lead.
• Keep a live risk register with mitigations, owners and defined triggers for escalation.

Governance

• Own and execute the BAU governance model end to end, including operational calls, monthly service reviews, quarterly business reviews and the executive steering forum.
• Run each forum properly: calendar, agenda, pack issued in advance, attendance, minutes, decisions recorded and actions tracked through to closure.
• Ensure the right decisions are taken at the right level, so that executive time is used for decisions rather than status reporting.
• Keep governance artefacts current as the operating model evolves, including terms of reference, RACI and the escalation matrix.

Narrative and stakeholder management

• Translate operational detail into a clear narrative for stakeholders: what is happening, what it means for the business, and what is needed from them.
• Produce the regular reporting rhythm, including weekly and monthly updates, executive summaries and decision papers, to a standard that can go straight to senior leadership.
• Operate confidently with the Client senior leadership team: able to present, be challenged, hold a position and commit to actions in the room. 
• Manage messaging to the business groups, business units and countries affected by device supply issues, setting expectations proactively rather than reacting to complaints.

Data, reporting and financial control

• Own the recurring reporting on device demand, stock position and delivery performance, and make sure the numbers are trusted as one version of the truth.
• Track cost impacts, invoicing and billing disputes and budget implications with Finance, and provide the evidence base for any commercial discussion with the supplier.
• Maintain visibility of the forward stock position against demand peaks, and keep contingency options open where supply is at risk.
• Ensure asset data, security and device disposal obligations are met across the full lifecycle.

Continuous improvement and transition

• Identify recurring process failures and drive permanent fixes into the operating model instead of accepting repeated workarounds.
• Coordinate communications to end users and IT support teams whenever process or supply changes land.
• Take a full handover of context, contacts and open commitments so that no thread is dropped in transition.

Experience and skills

• Proven experience as a BAU service or project manager in an outsourced or managed service environment, with direct supplier management responsibility.
• Commercially literate and comfortable working with contract schedules, service levels and service credits alongside Contracts and Procurement colleagues.
• Resilient and assertive, able to hold a large supplier and internal functions to account without damaging working relationships.
• Strong written communication, capable of producing executive grade papers and updates with minimal rework.
• Highly organised and detail driven, comfortable operating with ambiguity, competing priorities and a global stakeholder base across time zones.