Delivery

• Own the plan for each project from kick-off to launch, including milestones, dependencies, resource booking, and the go-live checklist.
  
• Choose the delivery method that fits the contract and the client, drawing on approaches like Scrum, Kanban, or a milestone plan, and adopt whatever actually keeps the project moving rather than what looks best on paper.
  
• Run the daily standup, sprint planning, sprint review, retrospective, and weekly client call, keeping each one to time and with clear actions logged.
  
• Track progress in Runtime, keep task states current, and make sure every developer, designer, and QA knows what they are working on this week and next.

Client Handling

• Be the client's main point of contact for anything to do with delivery, replying within the working day and never letting a question sit unanswered over a weekend.
• Send a weekly written update to every active client covering what shipped, what is in flight, what is blocked, and what needs a decision from them by when.
• Circulate meeting minutes after every client interaction, capturing agreements, decisions, and action owners with dates.
• Run kick-off meetings that leave the client with a clear picture of who is on the team, how decisions get made, and what the first two sprints will produce.
• Say the hard thing early, a slip, a scope disagreement, or a design that has not landed, framed with a proposed way forward rather than as a complaint.

Scope, Budget and Timeline

• Write the statement of work after discussing with the client and internal team, translating a proposal into a plan the team can actually deliver.
• Prepare project budgets in alignment with the Operations lead and the Finance team.
• Track hours burned against hours quoted every week, and raise a flag internally the moment a phase crosses seventy per cent of budget with less than seventy per cent of scope done.
• Manage change requests formally. Any new ask is priced, scheduled, and approved in writing before work begins.
• Keep a live risk register for every project, reviewed weekly, with named owners and mitigation actions rather than vague concerns.

Risk and QA

• Build QA into the sprint, not after it, and make sure every ticket has a definition of done that includes browser, device, and accessibility checks where relevant.
• Sign off releases together with the tech lead, using a pre-launch checklist covering performance, security headers, analytics, SEO basics, backup, and rollback.
• Run a short post-incident review whenever a bug reaches production, capturing what happened and what the team will change so it does not happen twice.

Team Coordination

• Book people onto projects with the resource manager and the heads of engineering and design, resolving clashes rather than escalating them.
• Protect the team's focus by absorbing client noise, batching questions, and pushing back on requests that would break a sprint mid-flight.
• Notice when a team member is overloaded or stuck, and act on it with the line manager before it turns into a missed date or a resignation.

Cross-wing with Creative

• Brief the creative wing when a tech project needs brand, illustration, content, or campaign work, giving them the same clarity of scope, budget, and date you would give an external supplier.
• Sit in on creative reviews for hybrid projects, making sure what is designed is technically buildable within the budget and timeline agreed.
• Keep one shared plan for hybrid projects so the client sees a single team, not a tech thread and a creative thread pulling at each other.
  
  

Upsell and Growth

• Listen for the second brief inside every conversation, whether that is a new module, a migration, a second market, an integration, or a retainer, and log it for the account lead within the week.
• Prepare a short options document at the end of each phase showing what could come next, sized in weeks and taka, so clients have something concrete to react to.
• Introduce any new product, module, or capability that fits a client's problem, and hand the qualified lead to the product or sales team cleanly.

Process and Tools

• Use Runtime as the single source of truth for tasks, time, and status, and hold the team to keeping it current.
• Keep project documentation tidy in one place per project. The SOW, the plan, the risk log, meeting notes, credentials handover, and the launch checklist.
• Contribute to the division's playbook, writing up what worked and what did not so the next PM does not start from a blank page.
• Report weekly to the Head of Technology on portfolio health, using a short red, amber, green view per project with a one line reason for anything not green.

Post-launch and Account Continuity

• Run a launch retrospective with the client two weeks after go-live, capturing what to build on and what to change for the next phase.
• Hand active accounts into support or a retainer team with a written handover covering technical stack, credentials, known issues, and open opportunities.
• Stay the client's named contact for the first ninety days after launch, checking in monthly even when there is no billable work in flight.
• Own the renewal conversation for any retainer or SaaS subscription running under your projects, working with the commercial lead to keep it live.

• Four to seven years running bespoke digital projects inside an agency, product studio, or inhouse build team, with at least two full launches you can talk through in detail.
• Working fluency in the vocabulary of modern delivery, including Scrum, Kanban, Waterfall, Lean, and Shape Up, and confidence explaining to a client why one fits their project and the other does not.
• A commitment to keep learning any industry-standard framework, method, or tool as it emerges, so the division's delivery practice never stands still.
• Fluent with a modern project tool (Runtime, Jira, Linear, Asana, or ClickUp), a docs tool (Notion, Confluence), and a spreadsheet good enough to build a burn chart from scratch.
• Strong written English, able to send a client update that is clear, calm, and never needs a follow-up email to explain what you meant.
• Numerate. Reads a budget, spots a margin problem, understands day rates, blended rates, and the difference between revenue and recognised revenue.
• Understands the shape of a web, mobile, or e-commerce build well enough to challenge an estimate, spot a missing piece, and translate between a client's brief and a developer's ticket.
• Runs meetings that finish on time with actions written down, and chases those actions until they are closed.
• Handles conflict without escalating it. A designer and a developer disagreeing, a client pushing on scope, a supplier missing a date.
• Reliable under pressure, particularly in the two weeks before a launch, without becoming short with the team or the client.

• Has shipped a Shopify Plus, headless commerce, or a native mobile app project, and can talk about the specific things that go wrong in each.
• Reads code well enough to open a pull request, understand a commit history, and know when a "quick fix" is not one.
• Has run a SaaS product team or a retained squad, and understands the rhythm of continuous release rather than one-off delivery.
• Has sold work. Written or defended a proposal, sat in the pitch, and closed a scope with a client rather than only inheriting one.
• Speaks Bangla and English fluently, and can move between a client conversation, a developer conversation, and a boardroom update without changing register awkwardly.
• Has worked with, or inside, a creative agency and understands how brand, content, and campaign people think, plan, and cost their work.

BDT 55,000 - BDT 75,000