{"id":1016794,"url":"https://alion.io/job/pivot-energy-director-project-management","title":"Director, Project Management","company":{"id":687950,"name":"PIVOT ENERGY","domain":"pivotenergy.net","url":"https://alion.io/company/pivotenergy","size_band":"201-500","is_staffing_agency":false,"employer_type":"direct","is_intermediary":false,"listed_via":null,"ats_vendor":"Lever","truth_index":null},"role":"Management","role_family":"Management","seniority":"head","employment_type":"full_time","work_mode":"hybrid","remote_scope":null,"remote_scope_basis":null,"remote_working_hours":null,"hiring_geo_confidence":"structured","locations":["Denver, United States"],"countries":["US"],"hiring_countries":[],"hiring_countries_total":0,"salary":{"min":140000,"max":180000,"currency":"USD","period":"year","gross":null,"usd_annual":180000},"salary_estimate":null,"experience_years_min":10,"visa_sponsorship":false,"relocation_package":false,"has_equity":false,"technologies":[{"name":"Power BI","optional":false}],"status":"live","first_seen_at":"2026-06-12T15:04:08Z","employer_posted_date":"2026-06-12","last_verified_at":"2026-10-19T20:16:46Z","board_verified":true,"closed_at":null,"days_open":129,"trust":{"level":"stale","repost_count":0,"flags":["stale"],"days_open":128},"description":"ROLE OVERVIEW\nThe Director of Project Management leads Pivot Energy’s project management execution across assigned portfolios, regions, customer programs, or enterprise-client workstreams, including greenfield, brownfield, roof top, carport, Mergers & Acquisitions, Tax Credit Transfers, Renewable Energy Credits, and other multi-site programs.\nThrough disciplined project controls, contract management, team leadership, proactive risk management, and servant-leader principles, this role ensures assigned projects are executed in alignment with Pivot’s standards for cost, schedule, quality, compliance, documentation, and reporting.\nThe role manages and develops Project Managers, Senior Project Managers, Assistant Project Managers, and Coordinators. It also serves as connective tissue between Project Management, Preconstruction, Construction Management, Quality Control, Procurement, FP&A, Accounting, Legal, Development, Asset Management, O&M, Revenue Operations, and executive leadership.\nThe role is expected to create confidence in the portfolio by ensuring that project data is current, contract obligations are understood, risks are known, formal notices are managed, forecasts are credible, schedules are actively governed, and project teams are operating with discipline.\nPRIMARY RESPONSIBILITIES\n1. Stakeholder Management\nLead, coach, and hold PMs accountable for disciplined stakeholder communication across internal teams, external contractors, clients, consultants, investors, IE/lender representatives, and executive stakeholders.\nEnsure PMs provide clear, timely, fact-based updates using Procore, Power BI, project controls reports, and approved reporting cadences.\nMaintain alignment between Pivot, EPCs, consultants, internal stakeholders, and contract obligations.\nLead portfolio health reviews and ensure risks, variances, open issues, delays, recovery plans, and decision needs are surfaced clearly.\nEnsure communication is direct, professional, kind, and commercially disciplined.\nRemove cross-functional friction between Project Management, Preconstruction, Procurement, Construction Management, FP&A, Accounting, Legal, Compliance, Asset Management, O&M, and Revenue Operations.\nEnsure executive leadership receives reliable information early enough to make decisions.\n2. Contract Management\nEnsure PMs understand and actively manage the contract, not just the relationship.\nEnforce DOA-compliant commitments, change management, approval routing, and contract administration.\nEnsure formal notices are issued, received, tracked, evaluated, and escalated appropriately.\nOversee contractor accountability for milestone obligations, reporting obligations, submittals, QA/QC documentation, PWA /compliance obligations, schedule updates, change orders, pay applications, and closeout deliverables.\nEnsure Procore Change Events are used to capture issue, cause, impact, options, timing, responsibility, and commercial resolution.\nPartner with Legal on disputed issues, claims, delay notices, contract interpretation, risk posture, and precedent-sensitive decisions.\nEnsure PMs protect Pivot’s commercial position while maintaining constructive contractor relationships.\nConfirm that PMs understand the distinction between relationship management and contract management.\n3. Schedule Management\nOversee portfolio schedule performance and ensure projects are managed against approved baseline schedules, guaranteed dates, contractual milestones, P90 dates, and externally committed dates.\nEnsure PMs understand critical path, schedule logic, procurement dependencies, utility milestones, permitting constraints, energization activities, commissioning sequences, and turnover requirements.\nRequire timely schedule updates, recovery plans, variance explanations, and escalation of schedule risk.\nCoordinate with Construction Management and contractors to validate field progress against reported progress.\nEnsure Pivot’s schedule data is current, trustworthy, and usable for decision-making by Delivery, FP&A, Development, executive leadership, investors, and other stakeholders.\nEnsure schedule movement is contractually understood before dates are accepted, communicated, or relied upon.\nPrevent casual rebaselining that obscures performance or weakens accountability.\n4. Financial Management\nOversee project-level and portfolio-level financial performance across budget, commitments, actuals, forecast, contingency, allowance usage, change events, change orders, cash flow, draw readiness, and EAC.\nEnsure PMs understand and use job costing methodologies, cost codes, cost types, Procore budgets, commitments, ERP data, and Power BI reporting in a disciplined way.\nEnsure cost forecasts, cash-flow projections, cost-to-complete, estimate-to-complete, and EAC forecasts are timely, current, explainable, and reviewed with appropriate rigor.\nPartner with FP&A, Accounting, and Finance to support accurate forecasting, accruals, draw packages, margin visibility, and portfolio predictability.\nHold PMs accountable for recognizing risks before they become overruns.\nEnsure PMs understand that Cost to Complete is the remaining known cost, Estimate to Complete is the remaining expected cost, and Estimate at Completion is the final expected cost outcome.\nChallenge optimistic forecasts that ignore pending change events, contractor claims, productivity impacts, schedule delays, allowance exposure, or unresolved commercial issues.\nEnsure financial reporting is aligned with actual project conditions and contract obligations.\n5. Quality Management\nEnforce Pivot’s QA/QC standards through PM leadership, Construction Management coordination, Procore workflows, inspections, observations, NCR tracking, Action Plans, commissioning documentation, and closeout controls.\nEnsure quality issues are documented, tracked, resolved, and escalated appropriately.\nCoordinate with Construction Management, Quality Control, contractors, OE, IE, and other stakeholders to validate construction progress and quality readiness.\nMonitor energization, commissioning, performance testing, capacity testing, mechanical completion, substantial completion, and final completion readiness.\nEnsure quality documentation aligns with Pivot, client, lender, IE, O&M, Asset Management, and Revenue Operations expectations.\nEnsure lessons learned are captured and fed back into the Delivery Playbook, Preconstruction, contractor scorecards, and future execution standards.\n6. Compliance Management\nOversee project-level compliance documentation and PM accountability for environmental, safety, IRA PWA, Domestic Content, FEOC, permit, utility, interconnection, lender, and contractual compliance obligations.\nEnsure compliance requirements are visible in project controls and understood by PMs and contractors.\nPartner with Compliance, Legal, Asset Management, O&M, Revenue Operations, Procurement, and external consultants to ensure continuity from execution through COD and turnover.\nEnsure PMs understand changes in compliance requirements and integrate those requirements into contractor expectations, reporting, documentation, and project execution.\nEscalate compliance gaps early enough to protect tax, revenue, financing, safety, and operational outcomes.\n7. Risk Management\nMaintain portfolio-level visibility into schedule, cost, scope, contract, quality, compliance, permitting, utility, contractor, stakeholder, and documentation risk.\nEnsure PMs maintain current project risk registers with meaningful mitigations, ownership, dates, and escalation paths.\nConduct regular risk reviews with PMs and escalate material, systemic, or precedent-setting risks to senior leadership.\nPromote the operating expectation: identify early, act fast, communicate clearly, report accurately.\nEnsure PMs do not confuse risk awareness with risk management. Risks must be quantified, assigned, tracked, mitigated, and escalated.\nEnsure risk registers, change events, formal notices, schedule variances, financial forecasts, and executive reporting tell the same story.\nProtect Pivot from late surprises by requiring disciplined issue capture and escalation.\n8. Document Management\nEnforce document-control discipline across Procore, Intacct-related financial workflows, project records, RFIs, submittals, change events, meeting minutes, formal notices, pay applications, schedule updates, closeout records, lender deliverables, commissioning documentation, and turnover packages.\nEnsure PMs maintain reliable records that support contract enforcement, financial reporting, lender diligence, compliance audits, claims defense, lessons learned, and asset turnover.\nUphold naming conventions, version control, metadata, approval routing, and document storage expectations.\nEnsure project records are accurate enough to support executive reporting and future portfolio learning.\nReinforce the principle that poor documentation weakens accountability, claims position, project continuity, and institutional memory.\nTechnical / Functional Standards\nRenewable energy project delivery, including PV, BESS, DG, community solar, C&I, brownfield, greenfield, and multi-site program execution.\nOwner-side IPP project delivery and the financial, contractual, operational, and stakeholder obligations that come with owning and operating assets.\nDesign-Build, Integrated Design-Build, EPC, and related delivery methodologies.\nContract administration, formal notice management, change order governance, claim exposure, and commercial risk control.\nCPM schedule review, schedule baseline management, recovery planning, and milestone accountability.\nJob costing methodology, cost code structure, cost type usage, budget governance, commitments, actuals, forecasts, EAC, CTC, ETC, contingency, allowances, and cash flow.\nProcore, Intacct, Power BI, Salesforce, and related project controls systems.\nQA/QC workflows, inspections, observations, NCRs, Action Plans, commissioning, testing, turnover, and closeout.\nCompliance management, including PWA, Domestic Content, FEOC, safety, environmental, permitting, lender, and contractual compliance.\nPortfolio risk management, including risk registers, issue logs, change events, escalation pathways, and executive reporting.\nTeam leadership, coaching, performance management, talent development, and succession planning.\nBehavioral / Judgment Standards\nThis role is expected to:\nlead with clarity, kindness, candor, consistency, and accountability;\nprotect relationships while protecting Pivot’s contract, financial, schedule, and compliance position;\ndistinguish facts, assumptions, forecasts, commitments, risks, and unresolved issues;\noperate effectively when facts are incomplete but decisions still need to be made;\ncoach PMs to think commercially, not just administratively;\nescalate early, with analysis and options;\navoid surprise-based management;\nreinforce standards without becoming rigid or bureaucratic;\nuse data to support judgment, not replace it;\nhold contractors accountable without damaging long-term partner relationships unnecessarily;\nhold PMs accountable without taking their work away from them;\ndevelop APMs into PMs, PMs into Senior PMs, and Senior PMs into future Directors;\nbuild a team culture where good process creates better outcomes.\nREQUIRED COMPETENCIES\n10+ years of project management, construction management, project controls, EPC, IPP, renewable energy, infrastructure, or large-scale construction experience.\n3+ years of people leadership, portfolio leadership, or programmatic project delivery leadership.\nDemonstrated experience managing multi-project portfolios or complex construction programs.\nStrong understanding of project controls integration across cost, schedule, scope, risk, contract, document, and reporting systems.\nStrong understanding of contract administration, formal notices, change management, claim avoidance, and contractor accountability.\nWorking knowledge of Procore, ERP systems, Power BI or similar dashboards, and project 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