WorkCareersLocationContact
Join us
Back to Careers

Ho Chi Minh City

Head of Delivery

Execution is the strategy. You make sure it happens.

What We Are

Zeya Labs is a small AI-native engineering team based in Ho Chi Minh City. We are the central technology delivery engine for a diversified group spanning financial services, F&B, retail, hospitality, and real estate.

We build shared platform utilities, run AI pilots across group entities, and set the engineering standard for how software gets built. We are not a consultancy. We do not hand off blueprints. We build, run, and own what we ship.

We are early. The org is being stood up now. If you need things to be settled before you can do your best work, this probably isn't the right move.

What This Role Is

The CEO answers to a group board and runs a small, senior team — Product & AI, Engineering, and other functional leads — each building something real and each carrying genuine execution risk. At this stage, the thing most likely to break the company isn't a bad decision. It's a good decision that quietly stops happening three weeks later because nobody was senior enough to notice and call it.

This role exists to make sure that never happens. It is a senior seat at the center of the company: you carry a real mandate from the CEO to know what every function has committed to, to judge which commitments are genuinely at risk, and to hold senior people to their word — using judgment and standing, not a reporting line. This is not a passive tracking role — you own the actual project and program plans for major cross-functional initiatives: the milestones, the dependencies, the critical path, and the risk register. Where a functional lead doesn't have a real plan, you build one with them. And you are judged on it: if a program you're running slips, that is your result to explain, not just a status you reported upward. This is a build role, not a maintenance role: you are designing the operating rhythm the company runs on, from nothing.

Concretely, this role owns four things:

  • -Program ownership and planning. The actual project and program plans for major cross-functional initiatives — milestones, dependencies, critical path, and risk register — not just a tracker of other people's plans. You are accountable for whether these programs actually land, not just for reporting their status.
  • -Execution intelligence. A single, board-grade picture of what every function has committed to, what's genuinely on track, and what's quietly at risk — before it becomes the CEO's problem to discover.
  • -Judgment and escalation. The seniority to tell a functional lead their timeline doesn't add up, distinguish a real blocker from someone slow-walking, and put the right things in front of the CEO — early, and without drama.
  • -Relentless follow-through. Nothing gets marked done until it's actually done. This is the person in the building who does not let things quietly die.

What You'll Actually Do

Program planning and ownership

  • Build and own the actual project and program plans — milestones, dependencies, critical path — for major cross-functional initiatives, not just a tracker of other people's plans
  • Carry the delivery outcome, not just the status report: when a program lands late, you're the one accounting for why, alongside whichever functional lead owned the work
  • Identify resourcing and sequencing conflicts before they become fire drills, and bring the CEO a clear trade-off, not just a problem
  • Own the risk register for active programs — surfacing schedule, scope, and resourcing risk proactively, before it's overdue
  • Where a functional lead doesn't have a real plan, build one with them — this role sets planning discipline, it doesn't just audit for it

Execution visibility and operating rhythm

  • Design and own the CEO's execution operating system — a live, board-grade view of every meaningful commitment across Product & AI, Engineering, and other functional leads
  • Set and chair the review cadence that keeps senior stakeholders honest — built for accountability, not status theatre
  • Convert scattered signal (Teams threads, half-finished docs, hallway conversations) into a clear, decision-ready picture for the CEO

Judgment and accountability

  • Call slipping commitments before they're overdue, with enough judgment to know what's actually worth the CEO's attention
  • Distinguish real blockers from avoidable delay, and hold senior functional leads to their commitments directly — your credibility does the work an org chart would do elsewhere
  • Keep the definitive record of who owns what, so accountability never depends on memory, goodwill, or who spoke last

Follow-through

  • Drive open items to genuine completion — not acknowledgment, not "in progress," done
  • Build the operating cadence and lightweight systems that make this sustainable at scale, not something the CEO has to personally re-run every week
  • Use AI tooling to make tracking, escalation, and reporting fast enough to be real-time — not a retrospective report on what already went wrong

Who We Are Looking For

You've run programs or delivery at a senior level before — probably somewhere fast-growing, senior-facing, and unforgiving of things falling through the cracks. Critically, you've done this on AI initiatives specifically, and taken them past the pilot stage: you know what it takes to get an AI program into real production use, not just to a working demo. You know how to build a real project plan, not just chase one that already exists, and you know what it takes to hold a room accountable without owning the room.

A few things that matter to us:

  • You are a genuine program/project management practitioner — milestones, dependencies, critical path, risk registers — not someone who's picked up the vocabulary secondhand.
  • You have actually delivered AI programs into production and ongoing use — not just run a pilot or a proof of concept that made a good demo. You know the difference between a model that worked once in a workshop and a system that survived contact with real users, real data, and real edge cases.
  • You expect to be judged on outcomes. If a program you're running slips, you see that as your accountability to explain — not something you can fully offload onto the functional lead who did the work.
  • You operate through credibility, not hierarchy. You've walked into a room, told a senior stakeholder their update didn't add up, and had them agree with you.
  • You default to following up, without exception. If someone says Friday, you're checking Friday — not Monday, and not "whenever it comes up."
  • You are comfortable being the most demanding person in the room, and senior enough to do it without it reading as friction.
  • Your systems are genuinely useful, not performative — you've thought hard about what actually needs watching, and you build the minimum that gets that job done.
  • You are discreet. You will have standing visibility into sensitive commitments, financial detail, and board-level information, and you handle that appropriately.

What We Offer

  • -A direct mandate from the CEO. This is a trusted, senior seat with real standing from day one — not a coordination role hoping to earn a voice later.
  • -Outsized leverage. You will materially change how reliably this org executes, with the visibility and stakes to match. Small team, high trust, immediate impact.
  • -An AI-native environment. We'll help you get comfortable with AI tools as part of how you work.

Location

Ho Chi Minh City

Reports to

CEO, Zeya Labs

Mandate

Program planning and delivery accountability across Product & AI, Engineering, and other functional leads

Send us an email at build@zeyalabs.ai