Project Manager

This is a remote position.

My focus is always on the customer. My dual role is to make sure the customer gets what he needs for his installation. Were gonna sell what we know we can deliver. Im not gonna let it go astray and then say Oh well figure it out.

HITEC protects the power behind the facilities the modern world cannot afford to lose: data centers hospitals airports stock exchanges and industrial plants. When the grid fails HITEC systems carry the load without interruption. Bob sits between sales and delivery so the company only sells what it can actually build and deliver on time. The Project Manager is the person who makes that promise real. You own a system from the purchase order to the day it comes to life on a customers site. The role exists because the work is growing faster than the team that runs it and the team leader needs people he can trust to carry a project end to end without being managed.

In your first year take full ownership of two to three power-system projects at once and carry each one through every stage of its life from buying the equipment to bringing the system to life on site. You are the customer face on every job. You buy you coordinate you deliver and you keep the promise the company made when it sold the system. Bob said it plainly: keep the customer happy and deliver on what was sold. You will not be handed a rigid playbook. You will be handed a goal a project engineer in your hip pocket for the technical questions and the trust to run it.

• Own and execute two to three concurrent UPS power-system projects across all six project phases delivering each on time and on budget. We expect our project managers depending on the volume of job to be able to handle two to three of these projects simultaneously.
  

• Run the full procurement cycle on every project: issue RFQs to the supply chain bid-level select the compliant supplier negotiate the final price and write the purchase order within project budget.
  

• Pull all supplier drawings into one complete submittal package secure customer approval and release suppliers to production on schedule.
  

• Coordinate delivery logistics and oversee customer-hired contractors through installation conducting field spot checks every couple of weeks to protect the equipment and hold the schedule.
  

• Coordinate the HITEC startup and commissioning team to bring each system to life and turn it over to service with the customer satisfied.
  

• Resolve issues before they escalate as the single customer-facing owner protecting the companys delivery promise on every project.
  

The Educator. Translates between parties who do not share a language: suppliers customer contractors and engineers. Signal from the Conversation: I always look at a project manager as an educator a a as truly an educator. Hes gotta educate the supplier. How does that product integrate to ours Hes gotta work with the contractor.

Organized Risk Mapper. Sees the whole project builds the road map and spots the risk before it becomes a fire. Signal: What Im really looking for is someone whos got that very well-organized mindset project road mapping identifying risks and pulling in all of our supply chain.

Executes Without Hand-Holding. Tells you what they found not what they want you to decide. Signal: If you have to be doing their job youve failed as a manager. I dont wanna do their job. Give them the leeway that if they think this is the best way Hey go do it.

Customer-First Composure. Stays level when the customer is on their desk and moves straight to the fix. Signal: Sometimes theyll get in hot water cause again theyre the face to the customer. Customer starts beating on his desk All right lets figure this out.

Team Player. Backs up peers across regions without being asked. Signal: Right now I know my project manager from California is helping my project manager in Virginia to solve a situation we had. They have a great camaraderie.

The Project Director has been in this industry for more than 26 years. He started in this exact seat as a HITEC project manager in 2000 worked up through project management and sales left to build and run his own company competing in the same industry and returned to HITEC about six years ago. He now runs all project execution in a dual role that also keeps sales honest about what the company can deliver. He leads hands-off and supportive. He gives professionals the room to do what they do best and steps in when something breaks. He describes his job as watching the work happen and catching people if they fall not doing the work for them.

You just keep watching the dance floor let your team dance. Pick them up if they trip and fall but let them execute. Thats why you hire them.

• Must have served in the U.S. Army U.S. Navy U.S. Marine Corps U.S. Air Force U.S. Coast Guard U.S. Space Force U.S. Reserves or U.S. National Guard.
  
  
• Project management experience running complex projects end to end. Military equivalent: company or battalion-level operations officer logistics or maintenance officer or senior project NCO who owned a mission from planning through execution. Maps to: Own and execute concurrent projects.
  
  
• Strong technical aptitude. No single discipline is required; HITEC teaches the systems. Military equivalent: any technical background in power generation mechanical or electrical maintenance engineering or utilities. Maps to: Procurement submittals and commissioning.
  
  
• Ability to coordinate and influence people who are not your direct reports. Military equivalent: leading attached or joint units coordinating with contractors or host-nation partners liaison duty. Maps to: Oversee contractors and pull in the supply chain.
  

• Willingness to travel roughly 40% during delivery installation and commissioning across the US and Canada. Military equivalent: deployment field rotations and TDY tempo. Maps to: Delivery logistics and field oversight.
  

• Comfortable being the customer face. Military equivalent: liaison officer civil affairs or any role that owned an external relationship under pressure. Maps to: Customer-facing ownership.
  

Houston onsite is preferred because the engineering and service teams are based there and the learning happens by being around them. Remote is possible for the right person; one PM on the team is already remote.