Global Employer Services Manager - Tax & Legal Delivery Center
No salary listed
Expert
Bucharest, Romania
In Person
Business & StrategyBusiness Operations
About the job
Responsibilities
- Translate work stream and Regional Delivery Model priorities into clear team objectives, service expectations, and decision principles.
- Own daily operational leadership, intake, prioritization, and workload balancing; make triage decisions and resolve or escalate work through the agreed route.
- Establish a weekly operating cadence covering priorities, capacity, delivery risks, decisions, and action closure.
- Align delivery with the applicable client and member firm service model while maintaining business continuity and a consistent stakeholder experience.
- Build relationships with engagement teams, member firms, global stakeholders, adjacent teams, and supporting functions; influence alignment through evidence, constructive challenge, and clear trade-offs.
- Document and embed the Delivery Center operating model for the assigned work stream, including scope boundaries, roles and RACI, governance rhythm, and cross-team interfaces.
- Define and maintain KPIs, SLAs, escalation paths, and decision logs; publish updates on scope, volume, performance, utilisation, risks, dependencies, and decisions.
- Facilitate weekly and monthly governance forums that assign ownership, confirm timing, resolve barriers, and close actions.
- Lead a structured escalation process with clear intake, ownership, due dates, communication, and resolution within agreed SLAs.
- Protect quality, ethics, data security, compliance, and stakeholder trust; escalate concerns promptly and support early risk reporting and resolution.
- Produce written root-cause analysis and prevention actions for critical issues, and track corrective actions through sustained closure.
- Run a monthly quality-assurance review that turns defect themes and trend data into improvements in first-time quality and on-time delivery.
- Identify, pilot, and scale efficiency levers, including templates, queue rules, workflow improvements, analytics, automation, and responsible use of technology.
- Lead change with resilience and transparency, helping the team adapt priorities and ways of working as requirements or operating conditions shift.
- Set clear expectations, provide timely feedback, and maintain a regular coaching cadence focused on strengths, development priorities, well-being, and accountability.
- Build role coverage and succession plans; identify single points of failure and use rotations, stretch assignments, and acting-lead opportunities to strengthen bench readiness.
- Create and execute measurable development plans for high-potential and key team members, assessing progress through demonstrated capability, stakeholder feedback, and delegated leadership responsibilities.
- Mentor Project Managers, Team Leaders, and key contributors so they can lead governance, manage delivery, resolve issues, and improve processes with increasing independence.
- Promote knowledge sharing and collaboration across teams, locations, and cultures.
- For each approved service migration or transition, create and deliver an end-to-end plan covering scope, dependencies, risks, controls, training, go-live criteria, handoffs, and stabilization.
- Align stakeholders around transition outcomes, test readiness before go-live, and address risks or gaps that could affect service continuity, quality, or stakeholder confidence.
- Capture lessons learned and turn them into reusable standards, stronger controls, and future transition capability.
- Reduce senior leadership’s operational touchpoints through clear ownership, a predictable operating cadence, and effective escalation handling.
- Secure approval and sustained adoption of the work stream operating model, including RACI, KPIs and SLAs, escalation ladder, governance, and decision rights.
- Deliver measurable improvement in on-time delivery and/or first-time quality against the agreed baseline.
- Resolve escalations within agreed SLAs and evidence learning through documented root-cause analysis, prevention actions, and action closure.
- Maintain clear coverage for critical activities and peak periods, reduce dependency on individual team members, and document knowledge-transfer and development plans.
- Identify potential leaders, recommend tailored development plans, and implement successful delegation of leadership responsibilities.
- Improve stakeholder confidence through timely decisions, transparent reporting, action closure, and documented feedback.
- Deliver agreed efficiency, automation, or workflow improvements with measurable impact on turnaround time, utilisation, standardization, quality, or cost-to-serve.
- Immediately lead a structured escalation process with clear intake, ownership, due dates, communications, and SLA-based resolution, and provide timely root-cause analysis and prevention actions for critical issues.
- Within 30 days of each approved migration kickoff, produce an end-to-end transition plan and achieve the agreed go-live date and stability criteria during the first 30 days after launch.
- Within 45 days, establish weekly operations syncs and monthly performance reviews, and publish written updates on scope, volume, KPIs, risks, decisions, owners, and due dates.
- By the end of 60 days, assume ownership of day-to-day operational leadership and prioritization, reduce senior leadership’s recurring operational touchpoints, and embed a weekly operating cadence aligned with the service model.
- Within 3 months, document, socialize, validate, and secure approval for the work stream operating model, including interfaces, RACI, KPIs and SLAs, escalation paths, governance, and decision rights.
- Within 120 days, establish role coverage and succession plans, create measurable development plans for agreed high-potential team members, and demonstrate progress through stretch assignments and delegated leadership responsibilities.
- Starting in the first month and reviewed regularly, maintain a coaching and mentoring cadence for key contributors with documented goals, timely feedback, and evidence of completed stretch responsibilities.
- By the end of 6 months, implement agreed efficiency levers and a monthly quality-assurance review, delivering measurable improvement in on-time delivery and/or first-time quality against the prior-quarter baseline.
Desired Qualifications
- Exposure to shared services, managed services, or Delivery Center operations across one or more business or functional work streams.
- Experience driving standardization, analytics-led prioritization, workflow improvement, and automation.
- Experience planning and delivering service migrations or transitions against defined readiness and stabilization criteria.
- Experience leading teams and stakeholders across locations, cultures, and organizational boundaries.
About the company
Deloitte audits companies and advises businesses and governments on tax, technology, and risk, and it is one of the Big Four, the world's four largest accounting firms. In 1849 its founder became the first independent auditor of a public company, Britain's Great Western Railway. Its auditors check companies' financial reports for errors and fraud before investors rely on them, while its consultants design strategy, install business software, and defend clients against cyberattacks. Clients pay fees for each audit or project, and each country's Deloitte firm is a separate business owned by its local partners. Deloitte was founded in London in 1845 and is based in New York.
Company Size
10,001+
Company Stage
Late Stage VC
Total Funding
$17.1M
Headquarters
Madrid, Spain
Founded
1845
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Simplify's Take
What believers are saying
- Growth keeps hiring going: revenue rose 5.7% to $74.5 billion and staff neared 500,000 in the year to May 2026.
- AI is part of the job: in October 2025, Deloitte opened the Claude assistant to 470,000 people, Anthropic's largest rollout.
- Making partner pays off: Deloitte UK's 784 equity partners averaged £1.125 million in profit in the year to May 2026.
What critics are saying
- Tech consulting is lagging: it grew 2.5% in the year to May 2026, the slowest of Deloitte's four businesses.
- Back-office benefits are shrinking: Deloitte US will halve parental leave to 8 weeks for internal staff in January 2027.
- Federal work brings scrutiny: Deloitte agreed to pay $21.5 million in August 2026 over claims diversity targets swayed promotions.
What makes Deloitte unique
- Deloitte is the biggest Big Four accounting firm: fiscal 2025 revenue of $70.5 billion beat PwC's $56.9 billion.
- Consulting runs deeper here: Deloitte kept its consultants in 2003 after PwC, EY, and KPMG sold or spun off theirs.
- Deloitte leads cyber consulting: it took 32% of worldwide security consulting revenue in 2025, research firm Gartner says.
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Benefits
- Professional Development Budget
- Hybrid Work Options