Contracts Manager

Job Category: Supply Chain & General Services

Requisition Number: CONTR
001185

• Posted :
  August 11, 2026
• Full-Time
• On-site

Showing 1 location

Houston, TX 77002, USA

Company Overview

Golden Pass LNG, a joint venture between Qatar Energy and Exxon Mobil, has the mission to become the premier LNG export company in North America by bringing clean energy from Texas to power the world. We seek to do this in a way that values safety, integrity, our people, community, and the environment. To achieve those goals, we are mobilizing a diverse team of experienced and talented professionals.

Headquartered in Downtown Houston, Golden Pass LNG commenced operation of Train 1 in 2026 and continues to progress construction and commissioning on Trains 2 and 3. Once fully operational, Golden Pass LNG will have the capacity to produce over 18 million metric tons of LNG per year.

Job Summary / Purpose

The Contracts Manager will report to Director, Supply Chain General Servis and will be responsible for the following:

• Commercial Strategy and Value Creation
  • Define and execute sourcing strategies for all contracts, including competitive bidding, renewal strategy, sole source justification, and make/buy analysis.
  • Require and document objective evidence of cost competitiveness for every applicable agreement — through bid results, rate benchmarking, market comparison, historical analysis, or a documented negotiation record. Absence of this evidence is not acceptable at submission.
  • Lead and direct all commercial negotiations. Ensure the team actively challenges rates, compensation structures, overtime provisions, and commercial terms. Acceptance of supplier-proposed language without documented review is not consistent with this role.
  • Continuously identify and implement cost savings and commercial improvements across the contract portfolio.
• Proactive Contract Lifecycle Management
  • Maintain a live, fully current contract pipeline covering expiration dates, renewal triggers, sourcing lead times, and risk flags for every active agreement. No contract is permitted to lapse without a successor in place.
  • Ensure renewal or replacement sourcing is initiated no less than 90 days prior to contract expiration, or earlier where scope complexity requires it.
  • Own end-to-end contract execution from requirements definition through close-out: scope development, bidding, evaluation, negotiation, award, execution, and handover.
  • Own the pre-submission quality review gate for every contract, amendment, RFP, and order before it is routed — directing verification of commercial terms, scope obligations, template completion, defined terms, approval routing, and executive name and title accuracy. This gate is the Contracts Manager's direct accountability.
• Business Integration and Stakeholder Partnership
  • Conduct regular structured alignment meetings with Operations leadership and other supported functions to translate business priorities into contract strategies, advisor workload assignments, sourcing plans, and expiration calendars.
  • Present commercial portfolio status, risk summaries, and cost competitiveness data to senior leadership on a defined cadence. Surface risk and elevate early — leadership should not encounter issues for the first time at a Contracts Committee meeting.
  • Build and maintain a visible, trusted presence across all supported functions. Key stakeholders at every level should be clear on what the Contracts Manager does, what value the function delivers, and how to engage it effectively.
  • Provide responsive, solution-oriented support to business owners. When a stakeholder has a contracting need, the Contracts Manager drives the answer — not the escalation path.
• Team Leadership and Capability Development
  • Lead, direct, and develop a team of 4–6 contract advisors and buyers. Set individual expectations, conduct regular performance reviews, and maintain accountability for quality, delivery, and conduct.
  • Own the training, coaching, and development of the team on contracting process, commercial skills, governance, and SAP. When a process gap is identified and explained, it does not recur. Repeated transfer of ownership to other teams is not an…