Global Employer Services Manager | Tax & Legal Delivery Center

Key responsibilities

Create purpose and lead operational delivery

• Translate work stream and RDM priorities into clear team objectives, service expectations, and decision principles, helping people understand how their work contributes to stakeholder outcomes and Deloitte’s purpose.
• Own daily operational leadership, intake, prioritization, and workload balancing; make timely triage decisions and ensure work is resolved within the team or escalated through the agreed route.
• Establish and sustain a clear 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.

Connect, influence, and strengthen governance

• Build trusted relationships across 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 concise 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.

Drive agility, quality, risk management, and innovation

• 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 create an environment in which people speak up and address risks early.
• Produce written root-cause analysis and prevention actions for critical issues, and track corrective actions through sustained closure.
• Run a monthly QA review that converts defect themes and trend data into practical 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—to simplify work and improve turnaround time, standardization, and cost-to-serve.
• Lead change with resilience and transparency, helping the team adapt priorities and ways of working when requirements or operating conditions shift.

Build diverse capability and deliver through others

• Lead with integrity and inclusion, value different perspectives and contributions, and create the clarity, trust, and motivation required for high performance.
• Set clear expectations, provide timely and candid 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, and assess progress through demonstrated capability, stakeholder feedback, and successful delegation of leadership responsibilities.
• Mentor Project Managers, Team Leaders, and key contributors, enabling them to lead governance, manage delivery, resolve issues, and improve processes with increasing independence.
• Promote knowledge sharing and collaboration across teams, locations, and cultures to build a sustainable, diverse talent pipeline.

Deliver migrations and transitions

• 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.
• Connect stakeholders around a shared outcome, test readiness before go-live, and act decisively on risks or gaps that could affect service continuity, quality, or stakeholder confidence.
• Capture lessons learned and translate them into reusable standards, stronger controls, and future transition capability.

Measurable role objectives

• 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.
• Demonstrate sustainable team capability and business continuity by maintaining clear coverage for critical activities and peak periods, reducing dependency on individual team members, documenting knowledge-transfer and development plans.
• Develop leadership pipeline: identify potential leaders, suggest 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.