Senior Project Manager, Aviation

Senior Project Manager, Aviation – Suffolk Construction

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Suffolk is a national enterprise that builds, innovates, and invests. We provide value across the entire project lifecycle through our core construction management services and complementary business lines in real estate investment, design, self‑perform construction, and technology start‑up investment (Suffolk Technologies). By integrating data, artificial intelligence, and advanced technology through our Seamless Platform, we connect design, construction, and operations to deliver smarter, more predictable results and redefine how America builds.

Suffolk – America’s Contractor – is a national company with more than $8 billion in annual revenue, 3,000 employees, and 17 offices, including Boston (headquarters), New York City, Miami, West Palm Beach, Tampa, Estero, Dallas, Los Angeles, San Francisco, San Diego, Las Vegas, Herndon, U.S. Virgin Islands, and other key markets. Suffolk manages some of the most complex and transformative projects in the country, serving clients across healthcare, life sciences, education, gaming, aviation, transportation, government, mission‑critical, and commercial sectors.

Suffolk is privately held and is led by founder, chairman and CEO John Fish. Suffolk is ranked #8 on ENR’s list of “Top CM‑at‑Risk Contractors.” For more information, visit

Suffolk is seeking people who are bold, curious, innovative, and caring. We’ll challenge and inspire you to be your very best. Here, you’ll find a place where you can act with purpose and integrity, bringing intelligence and grit to every aspect of your job.

The Senior Project Manager, Aviation is responsible for all project administration—including all contractual requirements, agreements with trade partners, purchase orders, and risk management. This individual also manages general work performance and quality, and overall team progress against the project plan.

• Budget Updates:
  • Produce thorough forecast of Cost-to-Complete which drills down to identify potential exposures
  • Coordinate the use of Oracle with Expedition to readily identify exposures
  • Require the project team to track costs of field directives and back charges for forecasting purposes
  • Create detailed analysis of line-item exposures, particularly unit price contracts
  • Follow the Forecasting Calendar for on-time completion of forecasts
  • Teach the Standard Operating Procedures for budget updating to others
• Change Order Management:
  • Require the project team to fully utilize Expedition to track all Proposed Change Order (PCO) items including in‑scope and out‑of‑scope
  • Provide the Owner with up‑to‑date status reports relating to Changes
  • Require the project team to produce a monthly Owner Change Order (OCO) to prevent aging of PCO issues which further allows for timely closure of Changes with Subcontractors
  • Work to recover all legitimate GC costs relating to Owner Changes
  • Track the status of all Contract Allowances in Expedition and submit Change Order Requests (COR) when an over‑run is likely
  • Require the project team to track all field directives and back charges in Expedition for timely processing on a monthly basis, i.e. composite clean‑up, hoisting time, etc.
• Project Close Out:
  • Establish an effective Close‑out Plan early in the project which includes the early collection, review, and packaging of Contract close‑out documents
  • Implement the use of the Noncompliance Reporting System
  • Require the team to utilize the Work list System to organize and manage the completion of phases of the work
  • Utilize the Completion‑Compliance‑Quality Form (CCQ) process for close‑out
  • Teach close‑out process to other SCCI employees
• Owner/Sub Requisition Process:
  • Require the project team to have the completed pay requisitions approved by the Owner no later than the 1st of each month
  • Produce an effective Schedule of Values
  • Establish a regimented process for the collection of payments no later than 30 days and subsequent efficient system for the payment to Subcontractors
  • Review the Hold Reports before payment is due to allow for timely handling…