Lead complex technology deliveries without losing sight of the details
We are strengthening our advisory and delivery capability across the Nordics and are looking for an experienced Technical Project Manager / Delivery Lead.
This role is for someone who genuinely enjoys making technology projects work, making sure the right business goals are supported and reached.
Someone who can establish governance, create a credible plan, coordinate engineers, architects, client stakeholders and external partners, and then stay close enough to the delivery to notice when reality starts diverging from the plan.
You will normally spend more than 80% of your time on client assignments, leading technology initiatives and delivery teams of roughly 5–15 people.
The role
Our clients use us for business-critical digital initiatives across areas such as ERP transformation, commerce transformations, application modernisation, integrations, cloud, data and digital services.
Your responsibility is to turn complexity into controlled execution.
Depending on the assignment, that can mean:
· establishing project structure, governance and ways of working
· act as the main point of contact between the delivery team and the customer, and provide regular updates to the project Steering Group
· manage stakeholder expectations
· building and maintaining plans, milestones, dependencies and decision points
· coordinating engineers, architects, client teams and external suppliers
· preparing steering-group and governance material before it becomes urgent
· identifying risks early and ensuring somebody actually owns them
· following up quality, scope, budget and progress
· facilitating decisions when teams become stuck
· translating between technical teams and business stakeholders
· challenging architects and engineers when assumptions, estimates or technical choices do not hold up
· stepping into practical problems rather than merely reporting that they exist
We value predictability, transparency and quality.
This is not project management as administration. We expect you to understand enough technology to ask intelligent questions, challenge technical teams and understand the consequences of the decisions being made. You do not need to be the architect. You need to be able to work effectively with one.
We think you have
Extensive experience leading technology projects or programmes.
You have probably worked in consulting, technology delivery or a demanding internal IT environment, and have repeatedly been trusted with initiatives where there are many dependencies and few simple answers.
You probably started your career as a software developer or solution architect, before moving on to project/program management. You may also have spent a few years working as scrum manager, agile coach or similar. You have excellent communication skills and the ability to explain complex technical matters to a senior management team. You are also a “doer”, and enjoy getting things done yourself in addition to leading others. You enjoy the journey of turning business requirements into an IT solution that brings business value. You act as a link between business process owners, product owners, enterprise architects, solution architects and development teams.
You should have:
· strong experience leading digital or technology deliveries
· strong analytical and problem-solving skills
· experience managing teams of approximately 5–15 people
· solid understanding of modern application landscapes, integrations, cloud and enterprise technology
· experience of leading agile development teams and managing backlogs and roadmaps
· solid work experience from enterprises and understanding how to navigate large organisations
· strong skills in balancing business requirements and efficient technical solutions
· the ability to prioritize and optimize time, quality and cost
· the ability to identify and manage technical risks, dependencies and technology debt
· the ability to understand, challenge and make decisions about technical solutions
· enough technical depth to challenge solutions without micro-managing developers
· sufficient technical understanding to challenge engineers and architects
· excellent planning and organisational ability
· strong written communication and the discipline to prepare good governance material
· confidence communicating with both senior business stakeholders and technical specialists
· an ability to identify what matters and create structure without creating bureaucracy
· a bias toward action and ownership
Experience from ERP transformation, application modernisation or manufacturing environments is advantageous.
What kind of person succeeds here?
We believe in clear expectations and a high degree of self-leadership.
As a senior Delivery Lead, you should not need someone else to continuously tell you what needs attention. You understand the outcome we have committed to, create the structure required to get there, recognise problems early and act before they become somebody else's escalation.
You are a planner, but you are equally comfortable being a doer.
You can establish governance, dependencies, milestones and decision structures, but you do not confuse good project management with administration. The purpose of structure is to make the team more effective and the delivery more predictable.
You are technically curious enough to understand what engineers and architects are discussing, challenge assumptions when something does not add up and translate technical complexity into consequences that a business stakeholder can understand.
At the same time, you know where your expertise ends. You do not need to be the architect or the strongest engineer in the room. You need to ask the right questions, involve the right people and make sure decisions are actually made.
You take ownership beyond your formal responsibility.
If an important dependency falls between two teams, you help resolve it. If steering material is needed, you prepare it. If the client and engineering team have different interpretations of the scope, you bring them together rather than documenting the disagreement.
That mindset is important to us. We want experienced people who can work with senior executives and lead complex deliveries, but who remain close enough to the actual work to understand what is really happening.
For us, this is part of being Good People: humble, curious and ambitious people who hold themselves and others to high standards, share information openly and care about the collective result.
Seniority gives you more responsibility, not distance from execution.
Why Euvic Nordic?
Euvic is a proactive partner in our clients' digital journeys. Our clients' business goals are our goals, and our job is to combine technology expertise with the ability to execute.
Across the Euvic Group, we are more than 6,000 people, with capabilities spanning software engineering, ERP, cloud, data, AI and digital transformation. Our competence and growth have been recognised by organisations including Gartner, Forbes and EY, and we work with many of the strongest brands across Sweden, the Nordics and Europe.
Euvic Nordic gives you a different working environment from a traditional large consultancy.
Our typical delivery teams consist of roughly 5 to 15 people. That means you stay close to the engineers, architects and client stakeholders rather than managing the delivery through several organisational layers.
You will be expected to know what is happening.
At the same time, you are not limited by the capabilities of the immediate team. When an assignment requires deeper ERP expertise, a particular technology specialist or additional engineering capacity, you can draw on the broader Euvic organisation.
We sometimes describe it as operating a speedboat with a large ship behind it.
You get the pace, autonomy and proximity of a smaller Nordic organisation, while having access to thousands of specialists when the situation requires it.
We also believe experienced people perform better when expectations are clear and unnecessary control is removed.
You should know what good performance looks like, be transparent about delivery, risks and progress, and have significant freedom in how you lead the assignment. Data and governance should help us make better decisions, not create reporting for its own sake.
Euvic Nordic is growing, and we are building a stronger advisory and delivery capability across the region.
For the right person, this means joining an environment where good delivery is noticed, where you can influence how we work, and where taking responsibility matters considerably more than protecting your job description.