Director of Project Management, Architectural Solutions

The Director of Project Management leads the project management team within the Architectural Solutions department. The Director sets the standards the departments projects are run to, verifies that project managers are working to those standards, develops the team’s technical and professional capability, and intervenes when a project, a client relationship, or a margin is t accountability spans the full project lifecycle;

pre-construction planning, field verification, submittals, procurement release, installation, inspection, punch, and closeout; on demountable wall, glass front, door, and integrated interior construction projects delivered inside an active construction environment.

• Hire, mentor, and develop the division’s project managers, building a team capable of running architectural interiors projects independently.
• Assign project managers to projects based on scope, complexity, client requirements, and individual development needs, and rebalance assignments as workload shifts.
• Set individual and team goals, conduct performance reviews, and provide continuous feedback grounded in observed project performance.
• Build the team’s technical depth in wall systems, glass fronts, doors and hardware, ceilings, and integrated power and data, including manufacturer certification and training requirements.
• Develop an employee-oriented culture focused on customer service, process efficiency, and continuous improvement.
• Foster a collaborative, high-performance environment in which project managers take ownership of their projects and their outcomes.

• Define how architectural interiors projects are to be run, and document the standards, templates, and checkpoints project managers are expected to follow.
• Establish required practice for pre-construction planning, field verification, submittals, procurement release, installation, punch, and closeout.
• Maintain standardized project management processes and tools so projects are run consistently across markets and across project managers.
• Evaluate process performance and revise standards as project outcomes, manufacturer requirements, and client expectations change.
• Ensure new project managers are onboard to the division’s standards before carrying projects independently.

• Conduct regular project reviews with each project manager covering schedule, budget, open risks, submittal and procurement status, and client and general contractor issues.
• Verify that project managers are doing what the standards require; field conditions documented, submittal and RFI logs current, change orders and schedule impacts issued on time, and billing kept current.
• Monitor project health indicators including error rates, change order volume, schedule variance, punch list volume, and margin performance, acting on trends rather than isolated incidents.
• Maintain defined escalation thresholds so project managers know when to raise an issue and the Director knows when to step in personally.
• Conduct jobsite visits to observe conditions firsthand and confirm that reported project status matches field reality.
• Hold project managers accountable for their commitments and coach through performance gaps before they become client or margin problems.
• Conduct weekly staff meetings to align project priorities, construction schedules, and field challenges.

• Ensure project managers establish and maintain effective working relationships with general contractors, construction managers, and owner’s representatives.
• Ensure base building and field conditions; slab and deck elevations, floor flatness, structural attachment, ceiling and MEP interfaces; are verified and documented before…