Project Engineer, Electrical Engineering

Project Engineer Position

Location:

Kingman, AZ

Reports to:

Project Manager, with functional direction from the Engineering leader (Tim) Team:
Small, multidisciplinary project team (Project Manager, Process Engineer, Process Controls Engineer, and now Project Engineer), inside Linde's largest site Why this role exists right now:
Kingman is Linde's biggest site and there is a lot happening: major capital projects, and capex being developed and converted into funded work. The Project Managers have more work than they can personally execute. Tim needs a senior, self-directed Project Engineer to own the "what" of execution so the PMs can keep their arms around the whole effort and the site can run more projects than it can today.

Why This Role Matters "The goal is the same: the projects on time, on budget, and to do more of them than I'm capable of doing right now." Linde is a leading global industrial gases and engineering company with 2025 sales of $34 billion, and the electronics division sits at the center of the story that matters right now. This is the group that supplies ultra-high-purity gases to the semiconductor industry, the chip fab buildout across the United States, and the memory and compute growth driving AI.

Tim put it plainly: the division is connected to the biggest names in chips and "there's going to be no shortage of work anytime soon." Kingman is where the volume is. It is the largest site, roughly 50 to 70 people on site with six to eight in engineering, and it has major projects in flight with more coming as capex gets developed and authorized.

The Project Managers cannot personally carry all of it, and every project that waits is throughput the division cannot afford to lose. This is not a maintenance hire. It is added execution capacity at the site that needs it most, at a moment when the business is growing into the next phase of what the electronics division becomes. Tim came into his own seat in January after 22 years at Linde precisely because of that upside.

As he said, he is "the poster child for why you do that," and the division is "really at the precipice of something great." The Mission Help the Project Managers move more capital projects across the finish line, on time and on budget, by owning the execution work a PM cannot personally carry across multiple concurrent projects. Kingman runs thinner on engineering support than the sister site, so this seat carries more on its own.

Tim described the structure this way: the Project Manager dictates who does what, and the Project Engineer does the "what." Early in a project's life you help scope the work, build the budget, and lay out a preliminary schedule so a capital need can be turned into a funded, authorized project. Once funding is awarded, you execute alongside the PM: bill of materials, specifying the equipment and instruments and valves, coordinating with procurement to buy them, and managing the contractors on site through construction.

You track the finances so nothing gets away from the team. When it works, the PM keeps their arms around the whole effort and Kingman completes more projects than it can today. Performance Objectives The first four are what the seat produces day to day. The last two are the outcomes Tim is actually buying. Scope projects and develop budgets and preliminary schedules that convert capital needs into funded, authorized projects, working in partnership with the Project Manager and process engineers.

Specify and procure the physical scope of each project: author the bill of materials, specify equipment, instruments, and valves, and coordinate with procurement to purchase them without gaps or delays. Manage onsite contractors through the construction phase, from mobilization to turnover, so work is executed to scope and to the site's safety standard. Track project finances and expenditures across multiple concurrent projects so the Project Manager always has a current, accurate picture of the whole effort.

Deliver each assigned project on time and on budget, measured against the schedule and budget you helped build. Increase the site's project throughput so Kingman completes more capital projects than the current Project Managers can deliver alone. This is the reason the seat exists. Fit Traits These are the human patterns Tim reads as strength. Each is anchored to what he actually said.

At Kingman, the self-starter trait is the one that matters most, because the support is thinnest here. Figures It Out Without a Manual. This is the trait Tim named as the one that is missing in some people, and at Kingman it is the whole ballgame. Signal: "I need people who want to figure out what to do on their own, and I can help you prioritize and guide you in the right direction."

He will guide and prioritize. He will not hand you a plan every morning, and at Kingman there is less of a team to lean on when he does not. Brings the Experience to Match. For Kingman specifically, Tim wants "a little bit more…