Director, Project Management

ROLE OVERVIEW The Director of Project Management leads Pivot Energy’s project management execution across assigned portfolios, regions, customer programs, or enterprise-client workstreams, including greenfield, brownfield, roof top, carport, Mergers & Acquisitions, Tax Credit Transfers, Renewable Energy Credits, and other multi-site programs. Through disciplined project controls, contract management, team leadership, proactive risk management, and servant-leader principles, this role ensures assigned projects are executed in alignment with Pivot’s standards for cost, schedule, quality, compliance, documentation, and reporting. The role manages and develops Project Managers, Senior Project Managers, Assistant Project Managers, and Coordinators. It also serves as connective tissue between Project Management, Preconstruction, Construction Management, Quality Control, Procurement, FP&A, Accounting, Legal, Development, Asset Management, O&M, Revenue Operations, and executive leadership. The role is expected to create confidence in the portfolio by ensuring that project data is current, contract obligations are understood, risks are known, formal notices are managed, forecasts are credible, schedules are actively governed, and project teams are operating with discipline. 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. 2. 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. 3. 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. 4. 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. 5. 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. 6. 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. 7. 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. 8. 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,…