The people who turn a roadmap into a shipped thing. We screen for delivery, not for the letters after a name.
Delivery roles are the easiest in technology to fake on paper. The vocabulary is public, the certifications are available to anyone with a weekend, and every resume describes a successful transformation with no way to check it.
Meanwhile the job varies enormously by company. Someone who ran delivery inside a rigid enterprise process often struggles where the process is whatever the team agreed on Monday, and the reverse is just as true. Screening for the label instead of the environment is how these hires go wrong.
Delivery staffing is a specialty here: project and program management, Scrum, product ownership, agile coaching, and SAFe programs, along with the business analysts who make them work.
Anyone can describe a methodology. We ask about the project that went sideways, what they saw coming, what they missed, and what they changed. The answers separate people fast.
Running a standup is not the job. We look for people who can hold a scope conversation with a stakeholder who does not want to hear it, and who know when the ceremony is not serving the work.
Before we search we find out how decisions really get made at your company, because the same manager can be excellent in one environment and lost in another.
A certification proves someone passed a test. It says nothing about whether they have held a scope conversation with an executive who did not want to hear it.
A manager who thrived inside a structured enterprise process can struggle where the process is whatever the team agreed on Monday. The mismatch is about environment, not ability.
Project manager, technical program manager, and Scrum master get used interchangeably. Teams interview for one and hire for another, then wonder why expectations do not land.
Delivery people are asked to hold a date they cannot influence, with no ability to move scope or resources. Strong candidates recognize this in the interview and withdraw.
Shipping inside a bank or a law firm means audit trails, change control, and sign-offs that do not exist elsewhere. That experience is specific and worth screening for.
Anyone can describe a ceremony. Far fewer can walk through a project that went sideways and explain what they saw coming, what they missed, and what they changed.
Our technology practice is run by people who have spent their careers in IT staffing: fifteen years placing infrastructure, development, and delivery talent for Fortune 500 and mid-market firms, plus nine years in IT services and recruiting. This is not a vertical we added last quarter.
Contract, contract to hire, and direct placement, across W2, corp to corp, and 1099. We have staffed technology every way it gets staffed and will tell you which one fits your problem.
A project manager owns scope, timeline, and budget. A technical program manager owns outcomes across several teams and is usually closer to the engineering detail. A Scrum master owns how one team works and removes what is in their way. Companies use these titles loosely, so we clarify what you actually need before searching.
Only if you do. Certifications are a useful signal and a poor filter. We would rather present someone who has delivered under pressure without the acronym than someone with the acronym and nothing shipped behind it.
Usually a few weeks. The variable is not supply, it is fit, because these roles depend heavily on matching your environment. Being specific about how your teams really operate speeds this up more than anything else.
Permanent placements are a percentage of first-year salary and contract engagements bill hourly. Both vary with seniority and scope. Send us the role and we will give you a straight number.
One project manager or an entire delivery function, send us the details and we will move fast without skipping the screen.