Project Manager, Construction Manager​/ Foreman, Site Manager

Commercial projects succeed when someone owns the outcome from first estimate to final punch. This role puts that ownership in your hands: retail, self-storage, veterinary, medical, and other commercial work delivered with the care of a long-term client relationship, not a one-off job. You will be the person owners, architects, and field teams trust to keep quality, schedule, and cost moving together.

• Deliver assigned commercial projects on the agreed schedule and within the approved budget, with change orders documented before work proceeds.
• Turn awarded work into a clear plan: scope, schedule, buyout, and subcontractor commitments locked before mobilization.
• Run weekly coordination so design questions, inspections, and field conflicts are closed before they hit the critical path.
• Protect margin by tracking costs against the estimate and resolving overruns with the owner and operations before they become surprises.
• Keep clients informed with plain updates they can act on, and close each project with a complete punch, warranties, and as-builts.
• Hold the job to the company's safety and quality standards, stopping work that does not meet them.
• Hand the next project a cleaner start by capturing lessons, vendor performance, and open issues at closeout.

You will work with estimators, superintendents, and project engineers inside a mid-size general contractor focused on commercial construction. Reporting is to senior project leadership. You will have standard scheduling, cost-tracking, and document-control tools, authority to direct subcontractors within the contract, and support from operations on staffing and major buyout decisions. Travel to active jobs is part of the work.

• Proven delivery of commercial construction projects from buyout through closeout, including schedule and cost ownership.
• Experience coordinating owners, design teams, and subcontractors on occupied or phased sites.
• Ability to read drawings, build a logic-based schedule, and manage a budget with change-order discipline.
• A record of safe jobsites and subcontractors who meet quality standards without constant rework.
• Clear written and verbal communication with clients who expect direct answers.
• Willingness to manage work across multiple markets and project types, including retail, storage, veterinary, and medical.

• Real project ownership, not a narrow slice of a mega-project org chart.
• A mix of building types so the work stays varied and the client relationships last beyond a single job.
• A service culture that measures success by how the owner feels at turnover, not only by the bid spread.
• Room to influence how jobs are planned, bought out, and closed-not just how they are reported.