Project Lead, Delivery

The Technical Project Lead (TPL) is the hands-on technical leader embedded within Walmart delivery programs. The TPL builds a working understanding of the client environment, translates architecture and acceptance expectations into executable standards,   validates   milestone readiness, and   coaches   consultants toward high-quality delivery. The role bridges Walmart technical leadership, Insight Global consultants, and the Project Manager so that technical progress is   accurate , risks are visible early, and deliverables are ready before they reach the client.   This role does not replace the Project Manager. The Project Manager owns integrated planning, schedule, budget, stakeholder communication, and program reporting; the TPL owns the technical truth that informs those activities.

1. Walmart Environment & Architecture Fluency   Engage Walmart technical leaders at the start of each program to understand the current-state and target architecture, engineering practices, security and quality expectations, release pathways, and technical   definition of done .   Map where Insight Global resources and deliverables fit within the broader architecture, including upstream and downstream dependencies, Walmart-owned components, other vendors, platform teams, and approval points.   Maintain current technical context as architecture, priorities, standards, or dependencies change; translate changes into clear actions and impacts for consultants and the Project Manager.   Navigate Walmart’s large-scale, cross-team environment with discipline, curiosity, and respect for client governance, tooling, code review, and technical decision-making processes.   2. Technical Milestone Validation   Decompose each technical milestone into the work steps, dependencies, review gates,   required   evidence, and acceptance criteria needed to   demonstrate   completion.   Maintain a milestone tracker or approved   single source   of truth that shows current state, remaining work, technical owner, dependencies, evidence, blockers, and readiness status.   Learn from Walmart pull request reviews, technical manager feedback, defects, and prior decisions; convert recurring feedback into explicit acceptance criteria and consultant standards.   Review milestone deliverables before client release and confirm technical completeness, accuracy,   integration   readiness, test evidence, and alignment with agreed scope and architecture.   Never treat percent complete as sufficient evidence;   validate   what is built, reviewed, tested, integrated, approved, and still outstanding.   3. Technical Risk, Dependency & Quality Assurance   Identify   technical risks early, including architectural gaps, unclear requirements, cross-team dependencies,   environment   constraints,   review   bottlenecks, quality issues, and unrealistic sequencing.   Explain risk in delivery terms: what is happening, why it matters, milestone or release impact, mitigation options, decision required, owner, and target date.   Validate designs, technical decisions, integrations, code or configuration approaches, test strategies, and implementation plans at the depth   appropriate to   the engagement.   Escalate promptly when evidence does not support the stated status or when the team cannot resolve a blocker within the agreed path.   4. Consultant Technical Leadership & Trust   Meet consultants early to understand their strengths, development areas, confidence, and   likely delivery   risks; use this insight to recommend task alignment, coaching, and targeted support.   Hold a weekly technical team cadence covering current milestones, blockers, cross-team coordination, Walmart feedback, lessons learned, engineering quality, and responsible AI usage and prompting practices.   Conduct regular one-on-one working sessions or work reviews with a rotating set of consultants to understand day-to-day execution, uncover hidden