A Delivery Manager in my shoes, by Tony Bovenkamp

Triad Delivery Manager Tony Bovenkamp talks about everything from why he nearly didn’t join Triad to why compassion is important.

What is a Delivery Manager?
The responsibilities of a Delivery Manager can vary greatly depending on the organisation. It’s similar to a project manager, in that you are responsible for ensuring that a project is successful and delivers what it is supposed to. These days a delivery manager tends to be more associated with an agile setting, with an emphasis on delivering business value.  I coordinate other people’s activities so that they work together effectively and, as a team, we deliver what the Client has asked for.

How did you end up at Triad doing this role?

The company I had worked for was taken over and restructured; the new role would have meant excessive commuting, so I took voluntary redundancy. Triad then contacted me; I wasn’t keen to work for a consultancy, but Triad convinced me they are not like a conventional consultancy. They were correct; I joined in late December 2021 and haven’t looked back since.

What do you think is the secret to being a brilliant Delivery Manager?

Communication is everything. Good communication enables you to understand the Client’s needs, the project team, and the business and commercial pressures. Once you have that understanding, you can start managing more effectively to a specific target, for which communication is also key. Good people skills and planning skills also come in handy.

What is a typical day at Triad like for you?

It starts with catching up on the latest emails and Teams chats; then it’s probably a daily stand-up call. After that, it is a mix of calls/meetings with the team, the client, progress boards and colleagues. When not in meetings or on calls I do planning and reporting, chasing up things, reviewing documents, resolving issues and whatever else needs doing for the project I am working on. Every day is different, and every project is different too.

What do you love most about your role, and what’s the hardest thing about your role?

I love it when everything comes together at the right time, and a plan turns into reality, just as you hoped.  It’s also special to see a group of colleagues turn into a Team (capital T) with a clear focus and a common determination to make things happen.

The hardest thing is running into brick walls – where a person or an organisation stops your progress and will not (or cannot) budge. You cannot plan for these things, but they may seriously impact the project if no compromise can be found.

What advice would you give to someone considering Delivery Management as a role?

Remember that your team is one of the most significant factors in a successful project. Look after your team so they can be at their best. Setbacks will happen. Don’t take them personally; learn from them and move on.

Do you have a role model? And if so, how have they influenced you?

He’s not quite a role model, but Simon Sinek inspires me. He regularly comes up with views on leadership that make me stop and think. I am also influenced by Nido Qubein, who said “Your current circumstances do not determine where you end up; they only define where you start.”  That is a constant reminder that today is only the beginning; the future is what you make of it

Marketing spin aside, what do you think makes Triad different from other IT Consultancies?

The leadership team is very approachable and shows genuine compassion for the well-being of all staff. This is ‘look after your staff, and they will look after you’ in action, which clearly works.  As a result, staff want to do really well – we don’t just deliver what the Client is asking for, we also try to deliver something of real value to them over and above. Glowing Client feedback speaks for itself and is another motivator for the staff.

How would you describe the Triad culture?

Open, Curious, Supportive

If you have a question for Tony or the Triad team, please get in touch.