Principal Outcome Manager

Title: Principal Outcome Manager Level: Principal / Senior Director equivalent Experience: 10–15 years Location: Hyderabad, India (hybrid; some travel to US client sites) Reports to: VP / Head of Delivery About the Role The Principal Outcome Manager owns business outcomes for our clients — not just projects. This is a senior consulting role that combines deep technology fluency, strong business judgment and disciplined delivery leadership. It is not a traditional project manager role.

The Outcome Manager agrees with the client up-front on what success looks like in measurable terms, leads the team that delivers it, tracks the outcome continuously, and stands behind the realized result. In one line: agree the outcome, deliver the outcome, and make sure both the client and Tezo win. Key Responsibilities Discovery and outcome definition Run discovery workshops with client business and technology leaders to uncover the real problem.

Translate the client's ambition into 2–4 measurable KPIs with clear baselines and targets. Document and sign off the outcome, the measurement method and the review cadence with the client. Shaping the engagement Partner with sales and pricing to structure a fair, outcome-linked commercial that protects margin and gives the client real upside.

Identify risks early and decide — with leadership — whether to pursue, reshape or decline the deal. Co-own the Statement of Work, ensuring every outcome term is unambiguous and measurable. Execution and delivery Build the right cross-functional pod (architects, engineering leads, data scientists, analysts) and set the operating cadence.

Drive day-to-day delivery through the leads. You do not write code, but you always know whether the work is on track to the outcome — and intervene early when it is not. Manage scope, risks, dependencies and change with discipline.

Outcome tracking and realization Stand up a simple outcome dashboard for each engagement: live KPI values against baseline and target, with leading indicators. Run a weekly internal review and a regular client-facing outcome review. Convert lagging KPIs into corrective actions with owners and dates.

Close each engagement with a short outcome memo: what was committed, what was delivered, what the business impact was, what to repeat next time Stakeholder consulting and communication Act as a trusted advisor to client business and technology sponsors — bring point of view, not just status updates. Translate fluently between the CIO/CTO conversation (architecture, data, AI, technical risk) and the CXO conversation (revenue, cost, customer experience, time-to-market). Manage escalations and disagreements directly; protect the relationship and the outcome at the same time.

Identify the next outcome and help grow the account. People and team leadership Lead the engagement pod with clarity on outcome and decision rights. Coach engineering and consulting leads to think in outcomes rather than tasks.

Mentor junior consultants and outcome managers; help build the bench. Experience We Are Looking For 10–15 years total experience, with at least the last 5 years in a senior consulting, engagement leadership or delivery leadership role. Proven track record of personally owning business outcomes — not just managing projects.

Strong hands-on engineering background (see Technical Background below). You should be able to ask the right second-order technical questions, even if you no longer build day-to-day. Experience with US enterprise clients from an offshore-anchored base; comfort across India and US time zones.

Experience leading multi-disciplinary teams of 15–40 people across geographies. Exposure to non-T&M commercial constructs (outcome-based, milestone-linked, gain-share, managed-service) is a strong plus. Technical Background This role requires a real engineering foundation.

The Outcome Manager must be credible with client CTOs, enterprise architects and engineering leads, and must be able to challenge technical choices that put the business outcome at risk. Programming and engineering (must have at least one) Strong hands-on background in .NET (C#) (Microsoft Stack), React/Angular— at least 5 years building production systems, ideally as a lead developer or technical lead earlier in career. Comfortable reviewing code, design documents and architecture artefacts critically.

Application, platform and product engineering Experience across one or more of: enterprise application development, platform engineering (internal developer platforms, shared services), product engineering (SaaS / multi-tenant products). Familiarity with modern engineering practices: API-first design, microservices, event-driven architectures, CI/CD, test automation, observability, DevSecOps. Cloud (must have at least one) Working knowledge of AWS, Microsoft Azure or Google Cloud Platform — including compute, storage, networking, identity, managed databases and the platform's primary AI/data services.

Solid Understanding of cloud-native development — containers (Docker / Kubernetes), serverless, managed services, infrastructure-as-code (Terraform / CloudFormation / Bicep), 12-factor app principles. Awareness of cloud cost, security and resilience trade-offs at enterprise scale. Architecture Hands-on solution architecture experience — able to shape the end-to-end design of a non-trivial system covering data, services, integration and front-end.

Working understanding of enterprise architecture — domain decomposition, integration patterns, reference architectures, ESB / API gateway, identity, master data, security and compliance. Familiarity with one or more architecture frameworks (TOGAF, C4, Well-Architected Frameworks for AWS / Azure / GCP) is a plus. Data and AI (good to have) Working understanding of modern data platforms (Databricks, Snowflake, Synapse, BigQuery), data engineering pipelines, and analytics use cases.

Familiarity with AI/ML solution patterns — classical ML, GenAI, RAG, agents, MLOps — at a level credible to client data and AI leadership. Behavioral Skills and Competencies Business and consulting judgment — strong commercial instincts, hypothesis-driven thinking, comfort with trade-offs. Stakeholder management — executive presence; credible with CXO audiences in writing, on a call and in a room.

Communication — clear writing, active listening, ability to translate between technical and business audiences. Delivery discipline — uses KPIs and leading indicators, not status colors and percent-complete. People leadership — coach teams, gives feedback directly and kindly, holds the line on quality.