VP, Software Delivery

verramobility; Mesa (AZ); On-site; USD 250,000 - 380,000; Full time

Job summary

Verra Mobility is seeking a VP of Software Delivery to own delivery outcomes across the Platform, Credential, and Violations portfolios. This senior leader will drive predictable, high quality delivery at scale and guide multi-year cloud modernization of legacy systems into cloud-native architectures.

You will champion quality, automation, and outcome-focused metrics (DORA) while balancing business needs, risk, and customer value, coaching portfolio leaders and aligning roadmaps with revenue and

Responsibilities

• Own end to end delivery outcomes across Platform, Credential, and Violations portfolios, including roadmap commitments, release predictability, quality, and operational stability.
• Track deployment frequency, lead time for changes, change failure rate, and time to restore service across squads to gauge health and drive improvement.
• Define and implement quality automation strategies that span teams with varying engineering intensity, extending best practices across delivery.
• Evaluate and develop portfolio leaders, using metrics to guide coaching, mentoring, or organizational changes to ensure technical leadership.
• Set and enforce delivery standards from planning cadence to production readiness across portfolios, while allowing portfolio-specific variation.
• Lead strangler pattern migrations and cloud modernization, balancing customer impact with retirement of legacy platforms, and ensure alignment with enterprise standards.

Job description

Who we are...

Verra Mobility is a global leader in smart mobility. We develop technology-enabled solutions that help the world move safely and easily. We are fostering the development of safe cities, working with police departments and municipalities to install over 4,000 red-light, speed, and school bus stop arm safety cameras across North America. We are also creating smart roadways, serving the world’s largest commercial fleets and rental car companies to manage tolling transactions and violations for over 8.5 million vehicles. And we are a leading provider of connected systems, processing nearly 165 million transactions each year across 50+ individual tolling authorities.

Culture

Verra Mobility Corporation is a dynamic, entrepreneurial company that operates with a people-first philosophy and approach. The company lives by its core values-Do What's Right, Choose Courage Over Comfort, Win Together, and Own It-in everything it does for its customers and team members. The company seeks to grow, both organically and through acquisition, to continue to be the undisputed market leader with a bias for action, customer focus, teamwork, drive for results, and commitment to excellence.

Position Overview

The VP of Software Delivery owns software delivery outcomes across the Platform, Credential, and Violations portfolios. This is the senior technical delivery leader for the domestic organization, accountable for predictable, high quality delivery at scale, and for the multi year cloud modernization strategy that moves the company’s legacy systems onto resilient, cloud native architecture.

You will be the organization’s foremost authority on how to modernize legacy platforms while delivering customer centric solutions that incrementally replace legacy capability with cloud native services. You will bring the financial acumen to defend that roadmap in dollars and risk, the Agile fluency to run delivery at a pace the business can trust, and the customer centric instinct to keep the entire department focused on outcomes that matter to the people who use what we build.

Essential Responsibilities

Software Delivery Leadership

• Portfolio Oversight: Own end to end delivery outcomes across the appointed leader of each portfolio and their squads, including roadmap commitments, release predictability, quality, and operational stability.
• Business Outcomes: Understand how each portfolio's feature roadmap connects to actual business outcomes, such as revenue, customer retention, and cost to serve, and hold each portfolio's appointed leader accountable to outcomes rather than output shipped.
• DORA Metrics: Track deployment frequency, lead time for changes, change failure rate, and time to restore service across every squad, and understand what each metric signals about a squad's underlying health, not just its current number.
• Quality Strategy & Automation: Be well versed in delivering quality outcomes and in quality automation strategy, and know how to adapt that strategy for teams that include few or no dedicated software engineers, such as field hardware, operations, or support functions, so quality practices extend across the full delivery organization rather than only the teams already staffed for it.
• Portfolio Leader Development: Personally evaluate and develop the appointed leader of each portfolio, ensuring each is functioning as the technical subject matter expert their portfolio needs, and act decisively through coaching, role redefinition, or personnel change when one is not. Read heartbeat delivery metrics, such as sprint predictability, cycle time, escaped defects, as an early signal of squad or leader health, and use that signal to decide when the right response is coaching, mentoring, closer management, or replacement.
• Delivery Standards: Set the delivery operating standards, from planning cadence to release management to production readiness, that apply consistently across all three portfolios, while allowing legitimate portfolio specific variation.

Cloud Architecture & Modernization Strategy

• Strangler Pattern Migrations: Own the enterprise strategy for incrementally replacing legacy systems with cloud native services using strangler fig style migration, sequencing cutover to protect existing customers and revenue while retiring legacy platforms on a defined timeline.
• Cloud Solution Architecture: Serve as the organization’s cloud solution architecture authority, designing for horizontal scale and resiliency, and partnering with the Senior Enterprise Architect to keep migration decisions consistent with enterprise standards.
• PaaS vs. IaaS Strategy: Set clear, defensible criteria for when a workload belongs on Platform as a Service versus Infrastructure as a Service, weighing operational overhead, control, cost at scale, and time to market for each portfolio's workloads.
• Resiliency & Scale: Draw on a hands on software development background and fluency in modern architecture patterns to ensure mig