Manager, Construction Delivery Enablement, NA

vantagedc; Denver (CO); On-site; USD 120,000 - 180,000; Full time

Job summary

Vantage is seeking a Construction Delivery Enablement Manager to align and improve North America construction delivery. The role focuses on understanding current workflows, identifying information bottlenecks, and designing smarter, repeatable approaches to enable field teams to perform at their best.

You will sit with the Strategic Initiatives team, partnering with Program Managers and the Tools & Technology Manager to land delivery programs and tools with project teams.

Qualifications

• Creative problem solver with a bias for improving existing processes.
• Able to design smarter ways to make information stick and improve how teams work.

Responsibilities

• Understand how our teams work today and learn how information flows.
• Spend time with project teams in the field and office to map current practices and information gaps.
• Define and implement an end-to-end delivery enablement process (intake, prioritization, audience targeting, channel selection, rollout).
• Create repeatable templates, playbooks and governance for scalable delivery enablement.
• Build change/adoption plans for major delivery initiatives, including rollout, reinforcement and follow-up.
• Own delivery training and onboarding, building a structured onboarding program and a training center.

Job description

About Vantage

Vantage powers, cools, protects and connects the technology of the world's well-known hyperscalers, cloud providers and large enterprises. Developing and operating across North America, EMEA and Asia Pacific, Vantage has evolved data center design in innovative ways to deliver dramatic gains in reliability, efficiency and sustainability in flexible environments that can scale as quickly as the market demands.

The Construction Delivery Enablement Manager drives internal alignment and continuous improvement across North America construction delivery, so our teams have what they need to do their best work on every project. This person starts by deeply understanding how our teams work today, including how project and field teams actually find, absorb and act on information. From there, they design creative strategies that meet teams where they are and make the way we work better, project after project.

This is a role for a creative problem solver. There's no playbook to follow; you'll help write it. You'll look closely at how things work today, spot what's getting in the way and design smarter ways to make information stick and behavior change. If you light up at the chance to figure out why something isn't working and invent a better way, we want to talk to you.

The role sits alongside the Program Managers and the Tools & Technology Manager on the Strategic Initiatives team. It helps delivery programs and tools land with project teams in the field.

What You\'ll Do

Understand how our teams work and learn

Spend time with project teams, in the field and in the office, to understand how they work today, where information gets lost and what actually helps them.

Learn how different roles take in information best, whether that's a quick huddle, a short video, a job aid on site or a hands-on session, and use those insights to shape every approach.

Treat delivery teams as customers: gather feedback regularly, look for patterns and keep improving their experience.

Build the delivery enablement operating model

Design and continuously improve the end-to-end process for how delivery information moves: intake, prioritization, audience targeting, channel selection, rollout and reinforcement.

Define clear ownership for training and communications within the Delivery organization.

Create repeatable templates, playbooks and governance so delivery enablement scales.

Drive behavior change and adoption on projects

For each major delivery initiative, build a change and adoption plan that goes beyond the initial announcement. Examples include new construction tools, delivery standards, safety programs and process improvements. Each plan covers readiness, rollout, reinforcement and follow-up.

Define what "adopted" looks like for project teams and set metrics and feedback loops to track it.

Find where adoption is stalling on projects, diagnose why and work with initiative owners to close the gap.

Try new formats and channels, test what works and scale what lands.

Own delivery training and onboarding

Build and maintain a structured onboarding program for new Delivery team members.

Stand up and grow the Delivery training center: curriculum, learning paths, role-based requirements and a central home for materials.

Work with delivery subject matter experts to turn technical, operational and safety content into practical, field-ready learning that fits how teams actually work.

Track completion and how effective the training is.

Lead delivery communications

Own the communications cadence for North America Delivery, such as recurring updates, newsletters, town hall support and launch communications.

Turn complex or technical updates into clear, plain-language messages for delivery audiences, from field teams to Delivery leadership.

Give Delivery leaders talking points and materials so they can carry key messages themselves.

Partner within Strategic Initiatives and Delivery

Work closely with Program Managers so every delivery program has a built-in enablement plan from day one.

Partner with the Tools & Technology Manager on rollouts of delivery tools, user guidance, training and adoption tracking.

Work with regional Delivery leaders so project teams get one clear, consistent message.

Coordinate with partner functions (for example EHS and HR/L&D) where delivery enablement overlaps their work, so our efforts complement theirs.

What Success Looks Like (First 12 Months)

A clear, field-informed picture of how delivery teams take in information today, and where the biggest opportunities to improve are.

A documented delivery enablement process in active use, covering how requests come in, are prioritized and are delivered.

A consistent communications rhythm that delivery teams recognize and rely on.

New approaches piloted with project teams, with the ones that work scaled across delivery.

Adoption metrics in place for priority delivery initiatives, with measurable progress on at least two or three of them.

Delivery program and tool o