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ROLE: PROGRAM MANAGER - DELIVERY EXCELLENCE

About Saras Analytics

Saras Analytics is an AI and data analytics firm built for ecommerce and omnichannel brands. We help fast-growing SMBs and mid-market brands turn disconnected, messy data into decisions — covering ingestion, transformation, and consumption, backed by our own products (Daton and IQ) as the data infrastructure underneath every engagement. Our consulting team is built around forward deployed analysts, data scientists, and subject matter experts who sit close to the client and turn data into strategic guidance CXOs act on.

Why Now

Saras is profitable and bootstrapped. We run flat: talent and good ideas move fast here regardless of tenure or title. Right now our Consulting department is scaling fast — more clients, more concurrent engagements, more moving pieces — and leadership needs to see the department's efficiency and health without pulling delivery teams off client work to report on it. A Program Manager joining now builds that operating system from scratch, not inherits it.

The Role

You'll be the single person accountable for internal process compliance across the Consulting department, reporting to the Head of Consulting. This is a one-of-a-kind, individual contributor seat: you carry no client accounts and no direct reports — your product is the department's operating discipline itself. You'll define and own the efficiency and health metrics leadership has asked to see — bugs caught, requirements and BRDs drafted, new features developed, sev1 issues handled — and run the written review rhythm that keeps every internal initiative moving to an outcome. This is not a client-facing role.

The Bar

Compliance that holds without you in the room is the top priority for this role. A metric nobody trusts, or a process people quietly route around, isn't done — the bar is a department whose health leadership can read at any time, from numbers the delivery teams themselves stand behind.

What You'll Own

• Understand the machine before you change it. Map the department's current delivery tools and workflows end to end — how work enters, moves, and ships — so every process you later define fits how delivery actually runs, not how a template says it should.
• Define the metrics and processes that answer leadership's visibility asks. Turn requests like "how healthy is the department?" into a concrete, instrumented metric set — bugs, BRDs drafted, features developed, sev1s handled, and the ones you propose — each with a definition the teams agree to, a source of truth, and a cadence. Then build the lightweight processes that keep those numbers accurate without adding reporting burden.
• Run initiative reviews the Amazon way. Every review starts with the room silently reading a written summary, followed by comments and clarifying questions — no slide theatre, no status meetings that could have been a document. You write sharply, you hold the quality bar on what others write, and you keep the ritual honest: documents exist to drive decisions, not to be graded.
• Drive initiatives to outcomes and closure. An initiative that's "ongoing" for two quarters is failing. Track every internal initiative to a decision, a shipped result, or an explicit kill — and make the closure visible.
• Enforce without becoming the person people route around. Process compliance holds because the teams see the value, not because you're policing them. When a rule creates more friction than signal, fix the rule.

What Winning Looks Like

• First 90 days: you've mapped the delivery workflow end to end, agreed the first version of the metric set with the Head of Consulting, and run your first initiative reviews — written summary, silent read, comments — with the department showing up prepared.
• Steady state: leadership reads the department's efficiency and health from your standing review, not by asking around; every metric has a definition the teams stand behind; and initiatives visibly close — decided, shipped, or killed — instead of lingering.

Who Thrives Here

Any of these backgrounds can get you in the room. Across all of them: 7–10 years of experience, and at least once you've defined — not inherited — an executive-facing metrics system that leadership actually ran on. You've run programs or operating mechanisms at Amazon or an Amazon-influenced organization — written narratives, business reviews, metrics-driven cadences — and you left with the mechanism, not the pathology. You've worked in delivery excellence or delivery governance at a premier consulting firm or large services firm — process compliance, KPI systems, governance forums — and you want your recommendations implemented, not filed in a deck. You've been a Business Operations / Strategy & Operations individual contributor at a strong Indian tech startup, owning a department's operating cadence, metrics, and OKR system. You're a Technical Program Manager from a product or engineering organization who lives on sev metrics, bug counts, and release governance — and doesn't need a team reporting to you to have impact. You have enough delivery-domain fluency to argue with a senior delivery lead about what counts as a sev1 or an adequate BRD — these metrics are not abstractions to you.

It's an even stronger fit if you also bring:

• You write to drive decisions — narratives, business cases, review documents — and you're comfortable proving it: we interview in the same format the role runs, starting from a written sample.
• You've enforced a standard on people senior to you, and can tell the story of where it held and where it failed — you know how to hold a bar without becoming the person people route around.
• You moved from client-facing consulting (analytics or tech) into an internal operating seat — and stayed, because the leverage is real.
• You can show 2–3 initiatives you personally drove to closure with a before/after metric delta — not tracked, driven.
• Hands-on fluency with delivery tooling (ClickUp, Jira, or similar) and AI tools like Claude to automate the reporting so the humans only do the judgment.