Director, Project 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.

• 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.
• 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 Pivot’s commercial position while maintaining constructive contractor relationships.
• Confirm that PMs understand the distinction between relationship management and contract 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 Pivot’s 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,…