WKT EOS Role Scorecard for Head of Delivery
Date Updated: March 2026
Functional Role: Head of Delivery
Level: Vice President / Department Lead
Reports To: President & COO
Direct Reports:
Customer Onboarding
Customer Success
Customer Support
Fleet Safety Delivery
Platform SLA & Client Escalation
Operations & Fulfillment
Renewal & Expansion
Purpose of the Role
The Head of Delivery owns the full customer lifecycle after the sale: Onboard, Adopt, Expand. This seat is accountable for ensuring WKT's promise to customers is kept consistently, at scale, and within cost, and for turning every customer relationship into a retained and growing one. The Head of Delivery owns the operational delivery chain (customer support, digital and physical fulfillment, storefront operational reliability, ILT and Fleet Safety delivery, and launch readiness infrastructure) and the strategic customer success function (onboarding experience, adoption outcomes, renewal execution, and expansion pipeline). This seat is the function that protects WKT's reputation in its Operate contexts where execution quality is not a differentiator but a baseline expectation, and where a single failure carries disproportionate consequence. It is also the function that drives Net Revenue Retention, making Delivery a revenue function, not just a cost centre.
Key Accountabilities
Own the full post-sale customer lifecycle: onboarding, adoption, success, support, renewal, and expansion outcomes
Own the Revenue-to-Delivery handoff process ensuring every new customer transitions cleanly from sale to onboarding with clear ownership, timelines, and success criteria
Facilitate kickoff calls with new customers and create and manage Joint Impact Plans (JIPs) that align WKT and the customer on success outcomes from day one
Drive Time to First Impact: the critical early win in each customer engagement that predicts long-term retention and reduces churn risk
Conduct strategic customer reviews (not just operational check-ins) with key accounts to assess health, surface risk, and identify growth opportunities
Build and maintain proactive customer health monitoring and intervention processes so at-risk accounts are identified and addressed before they escalate
Own renewal execution as a strategic process starting well before contract expiry, not a transactional event at the deadline
Identify expansion opportunities within the existing customer base and hand off qualified opportunities to the Head of Revenue with full context
Measure and report Net Revenue Retention (NRR) and Expansion ARR from existing customers as primary indicators of Delivery function health
Own delivery performance for ILT and online training on-time, on-spec, and in compliance with SLA commitments across all customer segments
Own customer support performance and service levels including response time, resolution time, quality, and escalation protocols that protect the customer relationship
Own storefront operational reliability and fulfillment accuracy ensuring course access, provisioning, and order processing run without friction for customers and channel partners
Drive efficiency, documentation, and process discipline across all operational workflows building systems that are repeatable, auditable, and scalable
Own operational readiness for product launches and partner onboarding including coordinating with Learning Development and Platform & Technology to ensure every launch is fulfillable before it goes to market
Manage cost-to-serve discipline and productivity measures across the delivery function
Core Values - Role-Specific Behavioural Descriptors
Core Value
What This Looks Like in This Seat
We are Accountable
Owns delivery outcomes and SLA performance, not team effort or process adherence. When customer support resolution times slip, fulfillment errors spike, or a launch misses operational readiness, names it clearly, traces it to the root cause, and brings the fix. Holds the delivery team to the same standard: SLAs, renewal timelines, and health monitoring cadences are commitments, not targets.
We are Curious
Asks the right questions about why errors recur, where the fulfillment process breaks down, and what is creating escalation patterns before assuming it is a training issue or a capacity problem. Stays curious about what customer health data is signalling before it becomes a churn event, and about operational efficiency tools that can reduce cost-to-serve without degrading service quality.
We are Driven
Maintains SLA discipline, process documentation, customer health monitoring, and quality standards through high-volume periods, product launches, and partner onboarding surges without letting urgency become an excuse for cutting corners. Does the process engineering, the Joint Impact Plan reviews, and the documentation work that makes the team more consistent and less dependent on heroics.
We are Nimble
Adjusts operational capacity and workflow priorities quickly when launch timelines shift, partner onboarding volumes spike, or a customer escalation requires immediate focus without destabilizing the broader operations function. Builds operational systems flexible enough to absorb variability without requiring manual intervention every time.
We are Relationship-focused
Builds the internal working relationships with Learning Development and Platform & Technology that make launch readiness a collaborative process rather than a reactive scramble. Brings genuine care for the customer experience into every operational and strategic decision, understanding that what happens after the sale determines whether WKT earns the next one. Develops the delivery team with attention to capability, retention, and wellbeing.
GWC - Seat-Specific Descriptors
Gets It
The Head of Delivery understands that this seat has two equally important mandates: making WKT trustworthy at the point of delivery, and turning every customer relationship into a retained and growing one. They get the asymmetric risk profile of the Operate context: a perfectly run fulfillment operation is invisible, while a single access provisioning failure or SLA breach can dominate the customer conversation indefinitely. They also understand that customer success is a revenue function: NRR and expansion ARR are not vanity metrics, they are indicators of whether this seat is doing its job. They understand that the Revenue-to-Delivery handoff is not an administrative transition; it is the moment that determines whether the customer's first experience matches the promise that was sold. They also understand that their role in launch readiness is not to say yes to every request from Learning Development or Revenue, but to define what "ready" means operationally and hold that standard consistently even when commercial pressure pushes for early go-lives. (For full GWC behavioural indicators and warning signs, see the GWC Descriptors document.)
Wants It
This seat requires genuine appetite for both the detailed, process-intensive, often invisible work of running a high-volume operational function reliably, and for the strategic, relationship-intensive work of driving customer adoption, renewal, and expansion. The person who truly wants this role is energized by the systems work and by the customer outcomes those systems produce. They must want to manage the Joint Impact Plan conversation with a new customer, the health check conversation with an at-risk account, and the escalation conversation with a partner who is not getting value, with the same discipline they bring to SLA metrics and fulfillment accuracy. The less visible parts of this seat (health monitoring, renewal pipeline hygiene, process documentation) must be things this person actively owns, not delegates and ignores.
Capacity to Do It
The seat requires both the operational detail orientation to manage SLAs, error rates, and process workflows and the leadership range to manage a frontline-adjacent team, coordinate effectively with Learning Development and Platform & Technology, and represent the full customer lifecycle clearly at the leadership table. WKT's growth trajectory including increasing credentials issued, expanding channel partners, scaling ALF delivery, and growing the institutional customer base will create compounding operational and customer success volume pressure. Capacity here includes the ability to build systems that scale ahead of that demand in both operational delivery and customer lifecycle management, not just manage the current state.
Weekly Measurables
Measurable
Green
Yellow
Red
Customer support response time (% of tickets receiving first response within committed SLA window)
≥95%
85–94%
<85%
Order/fulfillment accuracy rate (% of course access and provisioning requests completed without error)
≥98%
95–97%
<95%
Customer health score (% of active accounts rated healthy in the current monitoring cycle)
≥85% healthy
70-84% healthy
<70% healthy
Quarterly Output Targets
Target
Green
Yellow
Red
Customer support resolution time (average time to full ticket resolution, against defined SLA by tier)
At or below SLA
1–10% above SLA
>10% above SLA
Time to First Impact (average days from customer kickoff to documented first success outcome, against target)
At or below target
1-15% above target
>15% above target
Net Revenue Retention (NRR) (total revenue from existing customers including expansions and renewals, minus churn, as % of prior period revenue)
≥100%
90-99%
<90%
Expansion ARR from existing customers (qualified expansion opportunities identified and handed to Revenue per quarter)
At or above plan
1-20% below plan
>20% below plan
Launch readiness pass rate (% of product launches and partner onboardings that meet all operational readiness criteria before go-live)
100%
1 exception with documented rationale
2+ exceptions or undocumented
Cost-to-serve trend (quarter-over-quarter cost per transaction or per FTE, against efficiency targets)
Flat or improving
Up ≤5% without volume increase
Up >5% without volume increase
Rocks
Quarterly Rocks for this seat are set at Annual and Quarterly Planning sessions and tracked weekly in the L10 Scorecard.
Rock
Owner
Due Date
Status
Develop plan to scale ALF Delivery (shared with Glenn & All Leaders)
Head of Delivery
March 18, 2026
On Track / Off Track
[Q Rock 2]
Head of Delivery
[Date]
On Track / Off Track
[Q Rock 3]
Head of Delivery
[Date]
On Track / Off Track
People Analyzer
Lens
Evaluative Question
+
+/–
–
We are Accountable
Does this person own SLA outcomes, customer health, renewal results, and operational quality: naming failures early, tracing root causes, and bringing fixes rather than explanations?
We are Curious
Does this person diagnose recurring errors, escalation patterns, and customer health signals systematically rather than addressing them as isolated incidents?
We are Driven
Does this person maintain process discipline, health monitoring cadences, and documentation standards consistently including the detail-intensive work that makes the operation more reliable over time?
We are Nimble
Does this person adjust capacity and workflow priorities quickly in response to demand spikes and launch pressures without sacrificing quality standards or customer success commitments?
We are Relationship-focused
Does this person build collaborative working relationships with Learning Development and Platform & Technology that make launch readiness proactive rather than reactive, and genuine relationships with customers that make renewal and expansion conversations natural rather than transactional?
Gets It
Does this person understand that Delivery owns both operational trustworthiness and customer lifecycle outcomes, and that NRR is as much their accountability as SLA compliance?
Wants It
Does this person actively want the process engineering, health monitoring, renewal pipeline management, and SLA discipline work, not just the visible customer escalation moments?
Capacity to Do It
Does this person have the operational depth, customer success range, and systems-building discipline to hold a multi-stream delivery function through WKT's current and coming growth trajectory?
Quarterly Conversation Notes
Date
Rock Completion
Issues / Observations
Development Notes
Role Optimization
#
Task
Frequency
Delegable?
1
Review customer support SLA metrics and ticket resolution trends
Weekly
Partially
2
Report delivery and customer success performance at leadership L10
Weekly
No
3
Review fulfillment accuracy and provisioning error reports
Weekly
Partially
4
Review customer health scores and flag at-risk accounts for intervention
Weekly
Partially
5
Conduct 1:1s with direct reports
Weekly / Bi-weekly
No
6
Manage escalated customer issues and partner operational complaints
As needed
Partially
7
Coordinate launch readiness checks with Learning Development and Platform & Technology
Ongoing
No
8
Own partner onboarding operational process and SLA tracking
Ongoing
Partially
9
Manage ILT and Fleet Safety scheduling, compliance, and delivery execution
Ongoing
Partially
10
Drive process documentation and SOP development across the delivery function
Ongoing
Partially
11
Own Revenue-to-Delivery handoff process and kickoff call quality
Ongoing
No
12
Build and manage Joint Impact Plans with new and key customers
Ongoing
Partially
13
Conduct strategic customer reviews with key and at-risk accounts
Ongoing
No
14
Own renewal execution process including early-stage renewal pipeline management
Ongoing
No
15
Identify and document expansion opportunities and hand off to Head of Revenue
Ongoing
Partially
16
Review cost-to-serve data and identify efficiency opportunities
Quarterly
No
17
Build and update quarterly capacity plan for the delivery function
Quarterly
No
18
Conduct quarterly People Analyzer conversations with direct reports
Quarterly
No
19
Set and own quarterly Rocks for the delivery function
Quarterly
No
20
Manage delivery team hiring, onboarding, and performance
Ongoing
Partially
21
Represent operational and customer success constraints in launch planning conversations
As needed
No
22
Report NRR and Expansion ARR to President & COO
Quarterly
No
We Know Training Inc. EOS Role Scorecard: Head of Delivery