Project Lead, Delivery

Overview

A delivery leader who owns the operational engine of Global Product Writing. This role runs the intake and trafficking of work, drives the strategy for how work is executed, manages the performance and readiness of Insight Global resources, and ensures deliverables consistently meet Nike's success criteria. Rather than taking day-to-day direction from Nike, the Technical Project Lead (TPL) operates Insight Global as a true managed service - partnering with Nike on priorities and outcomes while owning execution end to end.

Responsibilities

Own Intake & Work Trafficking

• Single Front Door: Serve as the central point for all incoming work, translating Nike's business priorities into scoped, assignable work for the GPW team.
• Prioritize & Assign: Own prioritization, sequencing, and assignment of wholesale and sell-through copy across writers based on capacity, skill, and seasonal demand - removing Nike FTEs from day-to-day work distribution.
• Capacity & Demand Planning: Forecast seasonal readiness, balance workload across the team, and proactively identify and mitigate capacity or resourcing risks before they impact delivery.

• Continuous Improvement: Identify efficiency and automation opportunities (e.g., Airtable, AI-enabled workflows) and pass data-driven recommendations to Nike leadership to grow the remit of the service.

• People Leadership: Act as the primary people manager for GPW consultants - owning coaching, development, career growth conversations, and performance management, so Nike FTEs are no longer the day-to-day managers of contractor resources.
• Coaching from Data: Use quality-control and productivity data to coach each writer, target skill gaps, and build the team up through teachable moments.
• Readiness & Retention: Own onboarding readiness, cross-training, skills visibility, and succession planning to protect delivery continuity and reduce attrition risk.

• Own Quality Control: Run weekly quality checks against Nike's brand, voice, and style standards, owning accountability for the quality of the team's output.
• Define & Track KPIs/SLAs: Establish quality-control KPIs, seasonal readiness targets (e.g., 95% by launch), and success metrics that are within the team's control - then track and report progress.
• Meet Nike's Expectations: Own the acceptance criteria and rework process so deliverables consistently meet Nike's success criteria without requiring Nike to manage the work.

• Strategic Partner, Not Task-Taker: Nike FTE leadership continues to set business priorities, seasonal direction, and brand standards; the TPL partners on outcomes and service expectations rather than receiving day-to-day direction.
• Transparency & Reporting: Keep Nike leadership continuously informed on quality metrics, delivery health, capacity, and risk through structured reporting and business reviews.
• Escalation on Business Decisions: Escalate to Nike only when a business-level decision is required; operational and workforce challenges are owned and resolved by Insight Global.
• Grow the Remit: Use data-driven documentation to surface opportunities, expand the value of the service, and reinforce Insight Global as a true managed-service partner.

• Work intake, prioritization, and assignment originate from Insight Global - not Nike FTEs.
• Coaching and performance conversations are led by the TPL and IG leadership.
• Delivery, quality, and capacity risks are proactively identified and resolved by Insight Global.
• Nike leaders spend less time managing logistics and more time on business outcomes, capability strategy, and seasonal readiness.