Director, Project Management

PRIMARY RESPONSIBILITIES

1. Stakeholder Management

• Lead, coach, and hold PMs accountable for disciplined stakeholder communication across internal teams, external contractors, clients, consultants, investors, IE/lender representatives, and executive stakeholders.
• Ensure PMs provide clear, timely, fact-based updates using Procore, Power BI, project controls reports, and approved reporting cadences.
• Maintain alignment between Pivot, EPCs, consultants, internal stakeholders, and contract obligations.
• Lead portfolio health reviews and ensure risks, variances, open issues, delays, recovery plans, and decision needs are surfaced clearly.
• Ensure communication is direct, professional, kind, and commercially disciplined.
• Remove cross-functional friction between Project Management, Preconstruction, Procurement, Construction Management, FP&A, Accounting, Legal, Compliance, Asset Management, O&M, and Revenue Operations.
• Ensure executive leadership receives reliable information early enough to make decisions.

1. Contract Management

• Ensure PMs understand and actively manage the contract, not just the relationship.
• Enforce DOA-compliant commitments, change management, approval routing, and contract administration.
• Ensure formal notices are issued, received, tracked, evaluated, and escalated appropriately.
• Oversee contractor accountability for milestone obligations, reporting obligations, submittals, QA/QC documentation, PWA /compliance obligations, schedule updates, change orders, pay applications, and closeout deliverables.
• Ensure Procore Change Events are used to capture issue, cause, impact, options, timing, responsibility, and commercial resolution.
• Partner with Legal on disputed issues, claims, delay notices, contract interpretation, risk posture, and precedent-sensitive decisions.
• Ensure PMs protect Pivot’s commercial position while maintaining constructive contractor relationships.
• Confirm that PMs understand the distinction between relationship management and contract management.

1. Schedule Management

• Oversee portfolio schedule performance and ensure projects are managed against approved baseline schedules, guaranteed dates, contractual milestones, P90 dates, and externally committed dates.
• Ensure PMs understand critical path, schedule logic, procurement dependencies, utility milestones, permitting constraints, energization activities, commissioning sequences, and turnover requirements.
• Require timely schedule updates, recovery plans, variance explanations, and escalation of schedule risk.
• Coordinate with Construction Management and contractors to validate field progress against reported progress.
• Ensure Pivot’s schedule data is current, trustworthy, and usable for decision-making by Delivery, FP&A, Development, executive leadership, investors, and other stakeholders.
• Ensure schedule movement is contractually understood before dates are accepted, communicated, or relied upon.
• Prevent casual rebaselining that obscures performance or weakens accountability.

1. Financial Management

• Oversee project-level and portfolio-level financial performance across budget, commitments, actuals, forecast, contingency, allowance usage, change events, change orders, cash flow, draw readiness, and EAC.
• Ensure PMs understand and use job costing methodologies, cost codes, cost types, Procore budgets, commitments, ERP data, and Power BI reporting in a disciplined way.
• Ensure cost forecasts, cash-flow projections, cost-to-complete, estimate-to-complete, and EAC forecasts are timely, current, explainable, and reviewed with appropriate rigor.
• Partner with FP&A, Accounting, and Finance to support accurate forecasting, accruals, draw packages, margin visibility, and portfolio predictability.
• Hold PMs accountable for recognizing risks before they become overruns.
• Ensure PMs understand that Cost to Complete is the remaining known cost, Estimate to Complete is the remaining expected cost, and Estimate at Completion is the final expected cost outcome.
• Challenge optimistic forecasts that ignore pending change events, contractor claims, productivity impacts, schedule delays, allowance exposure, or unresolved commercial issues.
• Ensure financial reporting is aligned with actual project conditions and contract obligations.

1. Quality Management

• Enforce Pivot’s QA/QC standards through PM leadership, Construction Management coordination, Procore workflows, inspections, observations, NCR tracking, Action Plans, commissioning documentation, and closeout controls.
• Ensure quality issues are documented, tracked, resolved, and escalated appropriately.
• Coordinate with Construction Management, Quality Control, contractors, OE, IE, and other stakeholders to validate construction progress and quality readiness.
• Monitor energization, commissioning, performance testing, capacity testing, mechanical completion, substantial completion, and final completion readiness.
• Ensure quality documentation aligns with Pivot, client, lender, IE, O&M, Asset Management, and Revenue Operations expectations.
• Ensure lessons learned are captured and fed back into the Delivery Playbook, Preconstruction, contractor scorecards, and future execution standards.

1. Compliance Management

• Oversee project-level compliance documentation and PM accountability for environmental, safety, IRA PWA, Domestic Content, FEOC, permit, utility, interconnection, lender, and contractual compliance obligations.
• Ensure compliance requirements are visible in project controls and understood by PMs and contractors.
• Partner with Compliance, Legal, Asset Management, O&M, Revenue Operations, Procurement, and external consultants to ensure continuity from execution through COD and turnover.
• Ensure PMs understand changes in compliance requirements and integrate those requirements into contractor expectations, reporting, documentation, and project execution.
• Escalate compliance gaps early enough to protect tax, revenue, financing, safety, and operational outcomes.

1. Risk Management

• Maintain portfolio-level visibility into schedule, cost, scope, contract, quality, compliance, permitting, utility, contractor, stakeholder, and documentation risk.
• Ensure PMs maintain current project risk registers with meaningful mitigations, ownership, dates, and escalation paths.
• Conduct regular risk reviews with PMs and escalate material, systemic, or precedent-setting risks to senior leadership.
• Promote the operating expectation: identify early, act fast, communicate clearly, report accurately.
• Ensure PMs do not confuse risk awareness with risk management. Risks must be quantified, assigned, tracked, mitigated, and escalated.
• Ensure risk registers, change events, formal notices, schedule variances, financial forecasts, and executive reporting tell the same story.
• Protect Pivot from late surprises by requiring disciplined issue capture and escalation.

1. Document Management

• Enforce document-control discipline across Procore, Intacct-related financial workflows, project records, RFIs, submittals, change events, meeting minutes, formal notices, pay applications, schedule updates, closeout records, lender deliverables, commissioning documentation, and turnover packages.
• Ensure PMs maintain reliable records that support contract enforcement, financial reporting, lender diligence, compliance audits, claims defense, lessons learned, and asset turnover.
• Uphold naming conventions, version control, metadata, approval routing, and document storage expectations.
• Ensure project records are accurate enough to support executive reporting and future portfolio learning.
• Reinforce the principle that poor documentation weakens accountability, claims position, project continuity, and institutional memory.

Technical / Functional Standards

• Renewable energy project delivery, including PV, BESS, DG, community solar, C&I, brownfield, greenfield, and multi-site program execution.
• Owner-side IPP project delivery and the financial, contractual, operational, and stakeholder obligations that come with owning and operating assets.
• Design-Build, Integrated Design-Build, EPC, and related delivery methodologies.
• Contract administration, formal notice management, change order governance, claim exposure, and commercial risk control.
• CPM schedule review, schedule baseline management, recovery planning, and milestone accountability.
• Job costing methodology, cost code structure, cost type usage, budget governance, commitments, actuals, forecasts, EAC, CTC, ETC, contingency, allowances, and cash flow.
• Procore, Intacct, Power BI, Salesforce, and related project controls systems.
• QA/QC workflows, inspections, observations, NCRs, Action Plans, commissioning, testing, turnover, and closeout.
• Compliance management, including PWA, Domestic Content, FEOC, safety, environmental, permitting, lender, and contractual compliance.
• Portfolio risk management, including risk registers, issue logs, change events, escalation pathways, and executive reporting.
• Team leadership, coaching, performance management, talent development, and succession planning.

Behavioral / Judgment Standards

This role is expected to

• lead with clarity, kindness, candor, consistency, and accountability;
• protect relationships while protecting Pivot’s contract, financial, schedule, and compliance position;
• distinguish facts, assumptions, forecasts, commitments, risks, and unresolved issues;
• operate effectively when facts are incomplete but decisions still need to be made;
• coach PMs to think commercially, not just administratively;
• escalate early, with analysis and options;
• avoid surprise-based management;
• reinforce standards without becoming rigid or bureaucratic;
• use data to support judgment, not replace it;
• hold contractors accountable without damaging long-term partner relationships unnecessarily;
• hold PMs accountable without taking their work away from them;
• develop APMs into PMs, PMs into Senior PMs, and Senior PMs into future Directors;
• build a team culture where good process creates better outcomes.

REQUIRED COMPETENCIES

• 10+ years of project management, construction management, project controls, EPC, IPP, renewable energy, infrastructure, or large-scale construction experience.
• 3+ years of people leadership, portfolio leadership, or programmatic project delivery leadership.
• Demonstrated experience managing multi-project portfolios or complex construction programs.
• Strong understanding of project controls integration across cost, schedule, scope, risk, contract, document, and reporting systems.
• Strong understanding of contract administration, formal notices, change management, claim avoidance, and contractor accountability.
• Working knowledge of Procore, ERP systems, Power BI or similar dashboards, and project reporting systems.
• Ability to lead through ambiguity, friction, competing stakeholder priorities, and incomplete information.
• Strong written and verbal communication skills.
• Strong judgment in escalation, prioritization, risk framing, and team leadership.

PREFERRED COMPETENCIES

• Experience in renewable energy, distributed generation, community solar, commercial solar, utility-scale solar, BESS, or IPP project delivery.
• Experience with owner-side project execution, lender / IE requirements, asset turnover, and operational handoff.
• Experience with Procore, Sage Intacct, Salesforce, Power BI, and integrated project controls environments.
• PMP, DBIA, CCM, PE, or similar credential preferred but not required.
• Experience developing project managers and building repeatable project delivery standards.
• Experience with contractor scorecards, portfolio dashboards, lessons learned programs, QA/QC programs, and delivery playbooks.
• Experience supporting executive-level reporting, investor reporting, or board-level project performance narratives.

Core Capabilities

• Portfolio leadership
• Team development
• Project controls fluency
• Contract discipline
• Schedule discipline
• Financial forecasting judgment
• Risk identification and escalation
• QA/QC and compliance awareness
• Contractor accountability
• Cross-functional leadership
• Data governance
• Executive communication
• Process improvement
• Talent calibration
• Calm leadership under pressure