DELIVERY DIRECTOR | ORACLE CUSTOMER SUCCESS SERVICES
Jonathan
Banner.
UKIE Solutions Manager Delivery Director candidate
Across product, consulting and customer delivery, I have built the experience to lead complex programmes, develop high-performing teams and improve how delivery works.
“Delivery excellence isn't just about successful projects. It's about building trusted customer relationships, developing exceptional people, and helping build an organisation that consistently delivers business outcomes. That's the opportunity I see in this role.”Open the full Delivery Director presentation ↗
Open with a brief personal introduction, then use the five points as a succinct overview of the leadership experience you bring.
MANAGEMENT EXPERIENCE
Twenty-plus years of
leadership in delivery.
A progression across product, consulting, customer delivery and people leadership — culminating in UKIE transformational solution architecture.
Petreco International
Cooper Cameron
Systems Developer ManagerLed development of global project-management tools for Oil & Gas projects.
Tormatrix Limited
Owner & Technical DirectorDesigned and built a product suite supporting large, complex project delivery.
Responsys | Oracle
Responsys Technical ManagerManaged a five-person EMEA team delivering bespoke customer implementations.
Oracle
Consulting Senior Manager — DMP / InfinityLed consultants through growth, change and the evolution of the Oracle Data Cloud.
Oracle
Consulting Senior Manager — Enterprise CDP / InfinityDefined the delivery approach, SKU and go-to-market for Oracle CDP (Unity).
Oracle
Consulting Senior Manager — CX MarketingManaged EMEA consultants, customer delivery, pre-sales and product relationships.
Oracle
UKIE Solutions ManagerLead Enterprise Architects, Cloud Architects and Business Adoption consultants for transformational UKIE projects.
Use this as evidence of range and progression: each role added a new leadership dimension that the Delivery Director role brings together.
THE DELIVERY DIRECTOR MANDATE
Five forces.
One accountable leader.
The job is to make outcomes, people, customers and commercial reality move together — even when the programme is moving fast.
Customer value
Trusted relationships, strategic alignment and visible outcomes.
Delivery certainty
Clear governance, risks surfaced early and decisions made in time.
Commercial discipline
Forecasting, margin awareness and sustainable growth.
People momentum
Capable teams with clear expectations, support and accountability.
Continuous improvement
Practical data, automation and AI that make delivery easier.
This frames the interview around the business of delivery, not a chronology of roles.
TRUSTED CUSTOMER LEADERSHIP
When the stakes are high,
partnership is the delivery model.
My experience spans transformational and high-profile engagements including Oracle Red Bull Racing, Mazda’s first Unity implementation, Premier League and SailGP.
Use a 30–45 second excerpt only, with your own context before and after it.
Set up the customer challenge, your personal contribution, and what trust enabled. Do not let the video tell the story for you.
THE DELIVERY OPERATING SYSTEM
Clarity is a leadership
tool.
I create a regular rhythm in which the right people can see the same reality — and act on it.
Customer
outcomes
outcomes
Draw directly on your governance, forecasting, margin and resource-planning experience here.
AI & INNOVATION IN PRACTICE
I turn delivery friction
into practical tools.
I use AI and product thinking to make capacity, dependencies and customer process design easier to understand — so teams can act earlier and with greater confidence.
Resource ManagerResourcing insight
A practical view of actuals versus forecast, helping me manage resourcing alongside — and beyond — the PSRS system.
Watch Resource Manager ↗
Metro Map BuilderProcess connection
Helps consultants describe and configure process connections around the customer need, with the potential to link to other GIU processes.
Watch Metro Map tools ↗
These are not AI experiments: they are recent, working examples of using innovation to remove delivery friction and improve conversations.
THE LEADER BEHIND THE SYSTEM
High standards.
Human leadership.
EmpowerClear expectations and accountability.
ConnectOpen, respectful and transparent relationships.
SupportCreate the conditions for people to do their best work.
AdaptLead from the front when needed; change approach when it helps the team succeed.
Make this personal: offer one brief example of how you helped a person or team succeed through a difficult moment.
DELIVERY DIRECTOR
Initial priorities.
Create clarity, build trust and establish the conditions for sustainable delivery improvement.
Understand the team
Skills, personalities, leaders, gaps, challenges and where support will make the biggest difference.
Support the culture
Give people opportunities to shine, increase exposure and celebrate their success.
Relationships — earn respect
Build internal and external relationships through quick wins. Protect, support, open doors and deliver on actions.
Delivery
priorities
priorities
Portfolio review
Customer alignment, strategic accounts, delivery health, risk and forecast position.
Governance
Establish a strong cadence around forecasting, reporting and resource planning — aligned with existing processes.
Learning curve
Understand the boundaries and mechanics of the role; embrace the toolsets, asks and opportunities.
Use this as a leadership agenda, not a calendar: these priorities begin immediately and continue throughout the role.
THE OPPORTUNITY
Better connected teams.
Better customer outcomes.
I am ready to bring customer leadership, operational control, commercial awareness and an AI-led improvement mindset together for CSS.
Leadership scalability
Existing managers could lead across a broader scope, improving resilience, flexibility and ownership across the portfolio.
Connected teams
Bring PMs, EAs, CAs and BAs together to improve collaboration, alignment and outcomes.
Evolving delivery expectations
AI, advisory demand and customer expectations are changing the shape of delivery.
Jonathan Banner UKIE Solutions Manager
End with the value you will create, not a generic thank you.