Director, Project Management
Pivot EnergyDenver, Colorado
Full Time
Posted June 12, 2026
$140k - $180k
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Job Description
The 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
Key Responsibilities
- 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.
Requirements
- 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
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