Project Manager, Operations Management

Nabors is a leading provider of advanced technology for the energy industry. With operations in about 20 countries, Nabors has established a global network of people, technology and equipment to deploy solutions that deliver safe, efficient and responsible hydrocarbon production. By leveraging its core competencies, particularly in drilling, engineering, automation, data science and manufacturing, Nabors aims to innovate the future of energy and enable the transition to a lower carbon world.

The Project Manager plans, coordinates, and drives execution of cross-functional projects based at the Canrig Magnolia manufacturing facility, including new product introduction, equipment build and test, manufacturing process and capacity improvements, and customer-driven or field-support initiatives. Working day to day with Engineering, Operations, Sales, PSC, and the manufacturing plant, this role converts business priorities into integrated schedules, defined scopes, clear owners, and visible milestones.

The Project Manager also owns the status reporting that gives leadership a consistent view of project health, cost, and risk. This role delivers disciplined, repeatable project execution: realistic timelines, early visibility of risk, and closed-loop follow-through across functions. The Project Manager does not hold technical design authority (retained by Engineering), plant production ownership (held by Manufacturing and Operations), or commercial authority (held by Sales);

the role owns the plan, the coordination, and the evidence that each project is on track.

• Define project scope, deliverables, work breakdown structures, milestones, and critical-path schedules in partnership with project sponsors and functional leads.
• Drive execution against plan across Engineering, Manufacturing, Operations, Sales, and PSC; adjust sequencing as constraints change and communicate schedule impacts early.
• Coordinate materials, plant capacity, labor, test, and equipment availability at the Magnolia facility so commitments are based on confirmed readiness rather than assumed dates.
• Maintain a single source of truth for project status, dependencies, owners, and due dates that leadership and partner functions can rely on.
• Run project kickoffs, working sessions, and close-out retrospectives with clear agendas, decisions, and tracked actions.

• Coordinate project work with plant leadership, production, supply chain, and quality so build, test, and shipment schedules reflect actual capacity and material availability.
• Track engineering releases, bills of materials, long-lead procurement, build progress, test and inspection results, and shipment readiness against project milestones.
• Facilitate handoffs between Engineering, Manufacturing, Operations, and PSC (for example, design release to build, build to test, and delivery to field support), documenting accountability, open items, and acceptance decisions.
• Escalate readiness gaps with a clear recommendation, impact assessment, and proposed owner rather than carrying unresolved risk forward.

• Maintain risk, issue, and dependency registers for active projects; assess schedule, safety, quality, cost, and customer impact; and drive mitigations to closure.
• Support root-cause analysis and corrective and preventive actions for project issues, quality escapes, and repeat problems, coordinating technical input from Engineering, Manufacturing, and PSC.
• Manage scope, schedule, and cost change through a documented change-control process, including impact analysis and stakeholder approval.
• Capture lessons learned from every project and track assigned improvements through to completion.

• Serve as the day-to-day coordination point between Engineering, Operations, Sales, PSC, and the manufacturing plant, aligning departmental plans, milestones, and dependencies into one integrated project schedule.
• Run recurring cross-functional project reviews to assess progress, surface dependencies and conflicts, confirm owners and dates, and track decisions and actions to closure.
• Partner with Sales and PSC to translate customer requirements, commitments, and field feedback into project scope and priorities, and communicate project status back with accuracy and transparency.
• Resolve conflicting priorities and resource…