Construction Manager

Most construction managers run five jobs and call it busy.

You are going to run 65 to 85 at once.

Before you keep reading, you need to know this is not for everyone.

We buy houses, renovate them, and sell them. At volume.

Right now one of our local divisions has a renovation pipeline carries 65 to 85 active properties at any given time. Eight to twelve new jobs start every week. Eight to twelve finish every week. That rhythm does not slow down, and it is only going to get bigger.

This is high-volume remodeling. It is not truly custom construction but high quality craftsmanship matters. Nobody here is agonizing over tile layouts for three weeks. Speed, price, and quality are what win.

We have a Construction Project Manager, a Junior Project Manager, and a Construction Coordinator. They are great. What we do not have is one person who owns the whole thing.

That is the seat.

You know residential construction inside and out. Foundations, framing, roofs, mechanicals, plumbing, electrical, water intrusion. Not from a textbook. From doing it. When your team hits something they have never seen before, you are the answer. Same day. Not "let me get back to you."

You know what things actually cost. That is the difference between a good construction manager and an expensive one. You can look at a bid and know in ten seconds whether you are getting worked. Then you pick up the phone and fix it. You call BS on pricing before it ever hits a budget, and you do it without torching the relationship.

You are a vendor builder. You are never dependent on one guy for any trade, because the day that guy knows he is your only option is the day your costs go up and your timelines slip. You are always onboarding. Always vetting. Always building the bench.

You lead people, not just projects. You assign work based on who can actually handle it. You rebalance when one person is drowning and another has room. You coach in the moment instead of saving it for a review. And you hold the standard, because the pipeline only moves as fast as the slowest person you are willing to tolerate.

You know when to step in and when to stay out. You do not micromanage a coordinator through a paint punch list. But when a job fails inspection, or something got missed, or the work came back wrong, you go handle it personally and you make it right without blowing the budget and the timeline.

You move fast. Every delay is something you solve today, not something you report on Friday.

You are organized hty-five properties will not fit in your head. You live in the CRM, the management software, and the spreadsheets, and you keep them clean, because at this volume the thing you forgot to write down is the thing that costs you.

You surface problems early. Budget overruns, timeline slips, vendor issues. We hear it from you before it becomes a surprise.

And you own it. All of it. If the team misses, you do not explain why they missed. You explain why you are fixing it.

The full renovation pipeline. Every active property. Every start. Every finish.

Eight to twelve jobs started and eight to twelve completed every single week, without the wheels coming off.

Ninety percent or better of jobs delivered on or ahead of timeline. Ninety-five percent or better delivered on budget.

Every new job is assigned, to the right owner, with vendor, budget, and timeline locked on day one.

Zero jobs sitting idle more than 48 hours with no owner and no next action.

Every bid over our baseline cost sheet is challenged before it gets approved. Nothing gets paid at a number you have not personally sanity-checked.

A vendor list that grows every month across every trade, with work continuously shifted toward the best performers on cost, quality, and reliability.

The final technical call on how anything gets fixed.

A weekly pipeline report leadership can actually run the business off of: started, completed, at risk, budget variance, vendor performance.

And the systems to push this past 85 properties without speed, price,…