Director, Project Management

• Lead, coach, and hold PMs accountable for disciplined stakeholder communication across internal teams, external contractors, clients, consultants, investors, IE/lender representatives, and executive stakeholders. • Ensure PMs provide clear, timely, fact-based updates using Procore, Power BI, project controls reports, and approved reporting cadences. • Maintain alignment between Pivot, EPCs, consultants, internal stakeholders, and contract obligations. • Lead portfolio health reviews and ensure risks, variances, open issues, delays, recovery plans, and decision needs are surfaced clearly. • Ensure communication is direct, professional, kind, and commercially disciplined. • Remove cross-functional friction between Project Management, Preconstruction, Procurement, Construction Management, FP&A, Accounting, Legal, Compliance, Asset Management, O&M, and Revenue Operations. • Ensure executive leadership receives reliable information early enough to make decisions. • Ensure PMs understand and actively manage the contract, not just the relationship. • Enforce DOA-compliant commitments, change management, approval routing, and contract administration. • Ensure formal notices are issued, received, tracked, evaluated, and escalated appropriately. • Oversee contractor accountability for milestone obligations, reporting obligations, submittals, QA/QC documentation, PWA /compliance obligations, schedule updates, change orders, pay applications, and closeout deliverables. • Ensure Procore Change Events are used to capture issue, cause, impact, options, timing, responsibility, and commercial resolution. • Partner with Legal on disputed issues, claims, delay notices, contract interpretation, risk posture, and precedent-sensitive decisions. • Ensure PMs protect Pivot’s commercial position while maintaining constructive contractor relationships. • Confirm that PMs understand the distinction between relationship management and contract management. • Oversee portfolio schedule performance and ensure projects are managed against approved baseline schedules, guaranteed dates, contractual milestones, P90 dates, and externally committed dates. • Ensure PMs understand critical path, schedule logic, procurement dependencies, utility milestones, permitting constraints, energization activities, commissioning sequences, and turnover requirements. • Require timely schedule updates, recovery plans, variance explanations, and escalation of schedule risk. • Coordinate with Construction Management and contractors to validate field progress against reported progress. • Ensure Pivot’s schedule data is current, trustworthy, and usable for decision-making by Delivery, FP&A, Development, executive leadership, investors, and other stakeholders. • Ensure schedule movement is contractually understood before dates are accepted, communicated, or relied upon. • Prevent casual rebaselining that obscures performance or weakens accountability. • Oversee 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. • Ensure PMs understand and use job costing methodologies, cost codes, cost types, Procore budgets, commitments, ERP data, and Power BI reporting in a disciplined way. • Ensure cost forecasts, cash-flow projections, cost-to-complete, estimate-to-complete, and EAC forecasts are timely, current, explainable, and reviewed with appropriate rigor. • Partner with FP&A, Accounting, and Finance to support accurate forecasting, accruals, draw packages, margin visibility, and portfolio predictability. • Hold PMs accountable for recognizing risks before they become overruns. • Ensure 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. • Challenge optimistic forecasts that ignore pending change events, contractor claims, productivity impacts, schedule delays, allowance exposure, or unresolved commercial issues. • Ensure financial reporting is aligned with actual project conditions and contract obligations. • Enforce Pivot’s QA/QC standards through PM leadership, Construction Management coordination, Procore workflows, inspections, observations, NCR tracking, Action Plans, commissioning documentation, and closeout controls. • Ensure quality issues are documented, tracked, resolved, and escalated appropriately. • Coordinate with Construction Management, Quality Control, contractors, OE, IE, and other stakeholders to validate construction progress and quality readiness. • Monitor energization, commissioning, performance testing, capacity testing, mechanical completion, substantial completion, and final completion readiness. • Ensure quality documentation aligns with Pivot, client, lender, IE, O&M, Asset Management, and Revenue Operations expectations. • Ensure lessons learned are captured and fed back into the Delivery Playbook, Preconstruction, contractor scorecards, and future execution standards. • Oversee project-level compliance documentation and PM accountability for environmental, safety, IRA PWA, Domestic Content, FEOC, permit, utility, interconnection, lender, and contractual compliance obligations. • Ensure compliance requirements are visible in project controls and understood by PMs and contractors. • Partner with Compliance, Legal, Asset Management, O&M, Revenue Operations, Procurement, and external consultants to ensure continuity from execution through COD and turnover. • Ensure PMs understand changes in compliance requirements and integrate those requirements into contractor expectations, reporting, documentation, and project execution. • Escalate compliance gaps early enough to protect tax, revenue, financing, safety, and operational outcomes. • Maintain portfolio-level visibility into schedule, cost, scope, contract, quality, compliance, permitting, utility, contractor, stakeholder, and documentation risk. • Ensure PMs maintain current project risk registers with meaningful mitigations, ownership, dates, and escalation paths. • Conduct regular risk reviews with PMs and escalate material, systemic, or precedent-setting risks to senior leadership. • Promote the operating expectation: identify early, act fast, communicate clearly, report accurately. • Ensure PMs do not confuse risk awareness with risk management. Risks must be quantified, assigned, tracked, mitigated, and escalated. • Ensure risk registers, change events, formal notices, schedule variances, financial forecasts, and executive reporting tell the same story. • Protect Pivot from late surprises by requiring disciplined issue capture and escalation. • Enforce 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. • Ensure PMs maintain reliable records that support contract enforcement, financial reporting, lender diligence, compliance audits, claims defense, lessons learned, and asset turnover. • Uphold naming conventions, version control, metadata, approval routing, and document storage expectations. • Ensure project records are accurate enough to support executive reporting and future portfolio learning. • Reinforce the principle that poor documentation weakens accountability, claims position, project continuity, and institutional memory. • Renewable energy project delivery, including PV, BESS, DG, community solar, C&I, brownfield, greenfield, and multi-site program execution. • Owner-side IPP project delivery and the financial, contractual, operational, and stakeholder obligations that come with owning and operating assets. • Design-Build, Integrated Design-Build, EPC, and related delivery methodologies. • Contract administration, formal notice management, change order governance, claim exposure, and commercial risk control. • CPM schedule review, schedule baseline management, recovery planning, and milestone accountability. • Job costing methodology, cost code structure, cost type usage, budget governance, commitments, actuals, forecasts, EAC, CTC, ETC, contingency, allowances, and cash flow. • Procore, Intacct, Power BI, Salesforce, and related project controls systems. • QA/QC workflows, inspections, observations, NCRs, Action Plans, commissioning, testing, turnover, and closeout. • Compliance management, including PWA, Domestic Content, FEOC, safety, environmental, permitting, lender, and contractual compliance. • Portfolio risk management, including risk registers, issue logs, change events, escalation pathways, and executive reporting. • Team leadership, coaching, performance management, talent development, and succession planning. • lead with clarity, kindness, candor, consistency, and accountability; • protect relationships while protecting Pivot’s contract, financial, schedule, and compliance position; • distinguish facts, assumptions, forecasts, commitments, risks, and unresolved issues; • operate effectively when facts are incomplete but decisions still need to be made; • coach PMs to think commercially, not just administratively; • escalate early, with analysis and options; • avoid surprise-based management; • reinforce standards without becoming rigid or bureaucratic; • use data to support judgment, not replace it; • hold contractors accountable without damaging long-term partner relationships unnecessarily; • hold PMs accountable without taking their work away from them; • develop APMs into PMs, PMs into Senior PMs, and Senior PMs into future Directors; • build a team culture where good process creates better outcomes.

• 10+ years of project management, construction management, project controls, EPC, IPP, renewable energy, infrastructure, or large-scale construction experience. • 3+ years of people leadership, portfolio leadership, or programmatic project delivery leadership. • Demonstrated experience managing multi-project portfolios or complex construction programs. • Strong understanding of project controls integration across cost, schedule, scope, risk, contract, document, and reporting systems. • Strong understanding of contract administration, formal notices, change management, claim avoidance, and contractor accountability. • Working knowledge of Procore, ERP systems, Power BI or similar dashboards, and project reporting systems. • Ability to lead through ambiguity, friction, competing stakeholder priorities, and incomplete information. • Strong written and verbal communication skills. • Strong judgment in escalation, prioritization, risk framing, and team leadership. • Experience in renewable energy, distributed generation, community solar, commercial solar, utility-scale solar, BESS, or IPP project delivery. • Experience with owner-side project execution, lender / IE requirements, asset turnover, and operational handoff. • Experience with Procore, Sage Intacct, Salesforce, Power BI, and integrated project controls environments. • PMP, DBIA, CCM, PE, or similar credential preferred but not required. • Experience developing project managers and building repeatable project delivery standards. • Experience with contractor scorecards, portfolio dashboards, lessons learned programs, QA/QC programs, and delivery playbooks. • Experience supporting executive-level reporting, investor reporting, or board-level project performance narratives. • Portfolio leadership • Team development • Project controls fluency • Contract discipline • Schedule discipline • Financial forecasting judgment • Risk identification and escalation • QA/QC and compliance awareness • Contractor accountability • Cross-functional leadership • Data governance • Executive communication • Process improvement • Talent calibration • Calm leadership under pressure