SVP, Global Delivery

Who We Are

WPP Enterprise Solutions designs, builds, and operates the growth systems that competitive businesses rely on. In a world where Al is reshaping how companies drive growth, we lead clients in business transformation and marketing modernization, connecting strategy directly to execution. Our 12,000 experts in engineering and platforms, commerce, consulting, content transformation, CRM, and CX work within a unified global operating unit across 40+ markets. WPP Enterprise Solutions works alongside best-in-class partners including Adobe, AWS, Braze, Google, Microsoft, Salesforce, and Shopify, as well as innovators in AI, to deliver growth solutions tailored to the needs of our clients' businesses. VML, part of WPP, supports WPP Enterprise Solutions by helping brands activate transformation through creativity and experience.

WPP ENTERPRISE SOLUTIONS

SVP, Global Delivery

Reports to: Global Chief Delivery Officer (CDO)

Function: Global Delivery, WPP Enterprise Solutions (ES)

Scope: Global Delivery Network (GDN), hub economics, resourcing, and routing across farshore and nearshore hubs

Travel: Approximately 25%, primarily to hub locations and regional leadership meetings

Role Purpose

This role oversees the mechanics of the network: the commercial logic that makes hubs viable (cost-plus pricing, margin consistency, cost-to-serve targets) and the operational systems that route work to the right place (capacity visibility, the resourcing watchtower, casting standards applied jointly with pillar leads). It's a role for someone who can move fluidly between a commercial conversation with Finance, a delivery conversation with a hub lead, and a process conversation about how work actually gets scoped, staffed,and delivered across a global network.

The role carries direct accountability for data and delivery success across the GDN, including close, ongoing work with the Finance and Commercial teams to keep hub economics, budgets, and routing logic consistent as funding and market structures evolve.

Key Responsibilities

Hub Economics and Commercial Model

• Own cost-plus pricing logic and cost-to-serve targets across all hubs, keeping economics consistent from one hub to the next rather than negotiated case by case.
• Partner with Finance and the commercial team on margin tracking, pricing structures, and the commercial packaging of delivery offerings.
• Flag margin risk transparently when commercial terms and delivery cost assumptions drift apart, before it becomes a Finance surprise.

Budget and Funding Alignment

• Own delivery's side of budget and funding cycles, ensuring changes to funding and market structures are reflected accurately in hub cost-to-serve and routing decisions.
• Partner closely with the Finance and Commercial teams as the delivery-side counterpart on budget planning and hub economics.
• Maintain continuity of delivery data and reporting through budget and funding transitions, so nothing is lost or misattributed as structures shift.

Resourcing and Global Routing

• Own the resourcing watchtower from a commercial and financial standpoint: the economics behind capacity, cost-to-serve, and routing decisions across all hubs, and the performance of the watchtower as a function.
• Act as the internal stakeholder accountable for the watchtower's performance, while cross-functional team member serves as its face to most markets, running the day-to-day routing recommendations regional and market decisionmakers see.
• Build and maintain visibility into hub capacity, skill coverage, and utilization, so routing decisions are based on real data rather than habit or convenience.
• Apply casting standards jointly with pillar leads, ensuring routing reflects best fit rather than a default to whichever market or hub is most familiar.
• Retain clarity that the watchtower informs routing decisions; regional and market leads retain final decision authority.

Delivery Operations and Methodology

• Set and maintain delivery process and project methodology standards used consistently across hubs, so a scoped piece of work is staffed and executed the same way regardless of which hub picks it up.
• Work with hub leads on operational execution: onboarding, capacity planning, and closing structural gaps in how hubs run day to day.
• Support bid and proposal work that depends on delivery capacity or hub staffing commitments, translating commercial asks into realistic delivery plans.
• Own data and delivery success as an accountable outcome across the GDN, ensuring delivery data (fulfillment, capacity, margin, routing) is accurate and trusted enough to support day-to-day decisions.

What Success Looks Like

• Budget