Sales Project Manager

Sales Project Manager

The Sales Project Manager runs the pursuit. Every proposal has a schedule, a budget, a strategy, a risk position, and a set of deliverables with names against them. The Sales Project Manager owns all of it, so that the engineers on the pursuit can spend their time engineering. The Sales Project Manager decides when work enters the department, what the pursuit costs us to produce, who owes what and by when, and whether the package is ready to go to the customer.

Work is not scheduled onto this team except through a Sales Project Manager.

Innovation – We create a culture of relentless improvement of solutions and processes to make every day better.

Integrity – We are open, honest, and committed to giving the straight story every time.

Service – We serve our clients, families, communities, and most importantly our people who are empowered and safe in making decisions and taking actions that dare to make us better.

Ownership – We take full, personal, individual responsibility for our actions and our work.

• Review the incoming RFP, contract, terms and conditions and statement of work for risk before the pursuit is accepted.
• Decide when and whether an opportunity enters the department, and prioritize it against work in flight. Work reaches this team through an Offering Manager or it does not reach it.
• Own the proposal budget: what this pursuit costs Fives to produce, by role and by hour, and escalate before an overrun rather than after it.

• Own the specification compliance grid and confirm the proposal answers what was asked.
• Build and own the proposal schedule at milestone level, baseline it, track against the baseline, and level workload rather than absorbing peaks.
• Document the bid strategy and hold the team to it as the pursuit develops.
• Own the risk assessment: collect input from every contributor, document the position, and carry each mitigation into the CRD, the estimate, the proposal, the schedule and the subcontracts.
• Run the quality check before release, validate the KPIs, and capture lessons learned into the next pursuit and the department standards.

• The bid/no-bid technical recommendation
• The technical basis for acceptance criteria and test procedures
• Mentoring, onboarding and 30/60/90 schedules
• The standardization program and product classification

Partner They bring You keep Solutions Engineer The operation design and its breakdown into subsystem scope The schedule, the budget, and who works each subsystem Application Engineer Equipment, detailed layout, manifest, BOM, CRD and the estimate The deliverable dates and the hours they are worked against Controls Application Engineer Controls architecture and the electrical estimate The deliverable dates and the hours they are worked against Senior Application Engineer / Senior Controls Application Engineer The estimating standard and sign-off on the numbers The gate that says the package is ready to leave Sales / Account Management The customer relationship, commercial strategy, and the bid/no-bid decision Scope discipline, the pursuit schedule, and what it costs us to chase Operations / Project Management Execution after award, and the acceptance criteria Turnover completeness at handover

• Bachelor's degree, or an equivalent combination of education and experience.
• 8 to 12 years managing complex proposals, bids, or capital projects, including schedule and budget ownership.

Required:

demonstrated ownership of a project or proposal budget, with accountability for the outcome.

Required:

the standing to hold a deadline against pressure from Sales, Engineering and Operations. This role is only useful if it can say no. Preferred, not required: material handling, capital equipment, or systems integration experience. PMP or equivalent an advantage. Fluent with project scheduling tools and strong Excel. Technical literacy sufficient to read a layout, a manifest and an estimate, and to challenge what they say.

An engineering degree is not required for this role.