Global Employer Services Manager | Tax & Legal Delivery Center

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We are currently hiring a Manager in our Regional Delivery Model (RDM) for Global Employer Services in Bucharest. In this role, you will lead day-to-day operations and people management for an assigned work stream, translating RDM strategy into clear priorities and consistent, high-quality delivery. You will own governance, performance, escalations, process improvement, capability building, and transitions, while developing an inclusive, high-performing team and partnering with senior work stream and Delivery Center leaders.
## Preferred qualifications

- Exposure to shared services, managed services, or Delivery Center operations across one or more business or functional work streams.
- Experience driving standardization, analytics-led prioritization, workflow improvement, and automation.
- Experience planning and delivering service migrations or transitions against defined readiness and stabilization criteria.
- Experience leading teams and stakeholders across locations, cultures, and organizational boundaries.

Core leadership and professional capabilities

- Leads with integrity, builds inclusion and motivation, and earns trust through consistent decisions and behaviour.
- Connects strategy to clear priorities, communicates direction, and aligns people around stakeholder outcomes.
- Achieves high-quality results through others, responds constructively to change, and course-corrects quickly.
- Develops diverse, high-performing people through meaningful experiences, feedback, coaching, and succession planning.
- Shapes decisions through credibility, evidence, constructive challenge, and relationships with increasingly senior stakeholders.
- Works across businesses, locations, and boundaries to combine strengths and deliver measurable impact.
- Applies operational, commercial, analytical, and technology acumen to improve quality, efficiency, and stakeholder value.
- Identifies opportunities to expand sustainable scope, strengthen the operating model, and build future-ready capability.

Key responsibilities

Create purpose and lead operational delivery

- Translate work stream and RDM priorities into clear team objectives, service expectations, and decision principles, helping people understand how their work contributes to stakeholder outcomes and Deloitte’s purpose.
- Own daily operational leadership, intake, prioritization, and workload balancing; make timely triage decisions and ensure work is resolved within the team or escalated through the agreed route.
- Establish and sustain a clear weekly operating cadence covering priorities, capacity, delivery risks, decisions, and action closure.
- Align delivery with the applicable client and member firm service model, while maintaining business continuity and a consistent stakeholder experience.

Connect, influence, and strengthen governance

- Build trusted relationships across engagement teams, member firms, global stakeholders, adjacent teams, and supporting functions; influence alignment through evidence, constructive challenge, and clear trade-offs.
- Document and embed the Delivery Center operating model for the assigned work stream, including scope boundaries, roles and RACI, governance rhythm, and cross-team interfaces.
- Define and maintain KPIs, SLAs, escalation paths, and decision logs; publish concise updates on scope, volume, performance, utilisation, risks, dependencies, and decisions.
- Facilitate weekly and monthly governance forums that assign ownership, confirm timing, resolve barriers, and close actions.

Drive agility, quality, risk management, and innovation

- Lead a structured escalation process with clear intake, ownership, due dates, communication, and resolution within agreed SLAs.
- Protect quality, ethics, data security, compliance, and stakeholder trust; escalate concerns promptly and create an environment in which people speak up and address risks early.
- Produce written root-cause analysis and prevention actions for critical issues, and track corrective actions through sustained closure.
- Run a monthly QA review that converts defect themes and trend data into practical improvements in first-time quality and on-time delivery.
- Identify, pilot, and scale efficiency levers—including templates, queue rules, workflow improvements, analytics, automation, and responsible use of technology—to simplify work and improve turnaround time, standardization, and cost-to-serve.
- Lead change with resilience and transparency, helping the team adapt priorities and ways of working when requirements or operating conditions shift.

Build diverse capability and deliver through others

- Lead with integrity and inclusion, value different perspectives and contributions, and create the clarity, trust, and motivation required for high performance.
- Set clear expectations, provide timely and candid feedback, and maintain a regular coaching cadence focused on strengths, development priorities, well-being, and accountability.
- Build role coverage and succession plans; identify single points of failure and use rotations, stretch assignments, and acting-lead opportunities to strengthen bench readiness.
- Create and execute measurable development plans for high-potential and key team members, and assess progress through demonstrated capability, stakeholder feedback, and successful delegation of leadership responsibilities.
- Mentor Project Managers, Team Leaders, and key contributors, enabling them to lead governance, manage delivery, resolve issues, and improve processes with increasing independence.
- Promote knowledge sharing and collaboration across teams, locations, and cultures to build a sustainable, diverse talent pipeline.

Deliver migrations and transitions

- For each approved service migration or transition, create and deliver an end-to-end plan covering scope, dependencies, risks, controls, training, go-live criteria, handoffs, and stabilization.
- Connect stakeholders around a shared outcome, test readiness before go-live, and act decisively on risks or gaps that could affect service continuity, quality, or stakeholder confidence.
- Capture lessons learned and translate them into reusable standards, stronger controls, and future transition capability.

Measurable role objectives

- Reduce senior leadership’s operational touchpoints through clear ownership, a predictable operating cadence, and effective escalation handling.
- Secure approval and sustained adoption of the work stream operating model, including RACI, KPIs and SLAs, escalation ladder, governance, and decision rights.
- Deliver measurable improvement in on-time delivery and/or first-time quality against the agreed baseline.
- Resolve escalations within agreed SLAs and evidence learning through documented root-cause analysis, prevention actions, and action closure.
- Demonstrate sustainable team capability and business continuity by maintaining clear coverage for critical activities and peak periods, reducing dependency on individual team members, documenting knowledge-transfer and development plans.
- Develop leadership pipeline: identify potential leaders, suggest tailored development plans and implement successful delegation of leadership responsibilities.
- Improve stakeholder confidence through timely decisions, transparent reporting, action closure, and documented feedback.
- Deliver agreed efficiency, automation, or workflow improvements with measurable impact on turnaround time, utilisation, standardization, quality, or cost-to-serve.

Integration timeline

- Effective immediately : lead a structured escalation process with clear intake, ownership, due dates, communications, and SLA-based resolution; provide timely root-cause analysis and prevention actions for critical issues.
- Within 30 days of each approved migration kickoff: produce an end-to-end transition plan covering scope, dependencies, risks, controls, training, go-live criteria, and handoffs; achieve the agreed go-live date and stability criteria during the first 30 days after launch.
- Within 45 days: establish the stakeholder governance rhythm—weekly operations sync and monthly performance review—and publish written updates on scope, volume, KPIs, risks, decisions, owners, and due dates.
- By the end of 60 days: assume ownership of day-to-day operational leadership and prioritization, reduce senior leadership’s recurring operational touchpoints, and embed a weekly operating cadence aligned with the service model.
- Within 3 months: document, socialize, validate, and secure approval for the work stream operating model, including interfaces, RACI, KPIs and SLAs, escalation paths, governance, and decision rights.
- Within 120 days: establish role coverage and succession plans, create measurable development plans for agreed high-potential team members, and demonstrate progress through stretch assignments and delegated leadership responsibilities.
- Starting in the first month and reviewed regularly: maintain a coaching and mentoring cadence for key contributors, with documented goals, timely feedback, and evidence of completed stretch responsibilities.
- By the end of 6 months: implement agreed efficiency levers and a monthly QA review, delivering measurable improvement in on-time delivery and/or first-time quality against the prior-quarter baseline.

*We thank all applicants in advance for submitting their resumes but please note that only those candidates selected for an interview will be contacted.

We give you the means and the know-how, you bring the inspiration and the enthusiasm. Join Deloitte Romania and explore where and how far you can go, through the countless learning and professional development opportunities that our company offers and the continuous support of our friendly team!

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