Director, Project Management

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 Pivots 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 Pivots 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.

• 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 Pivots 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.

• 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.