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Director of Projects

S&R Enterprises

The Director of Projects ensures the successful delivery of all projects, overseeing planning, budgeting, and execution. This role provides executive oversight, guiding project managers and teams to meet their goals. The Director also upholds company values, contributes to leadership decisions, and fosters the growth of the project management department while optimizing resources and manpower across the organization.

The Director of Projects is accountable for a portfolio of approximately 15-20 active projects representing $60-100 million in annual revenue. Individual projects typically range from $4 million to $50 million.

The role directly manages 8-10 project managers and 1-2 project support employees and supports the allocation of approximately 400 field employees. Projects are primarily steel erection for pharmaceutical, medical, manufacturing, stadiums, space industry, and data centers, completed across all 50 states and the Caribbean.

The Director has authority to approve budgets/change orders/purchases as needed per company guidelines, recommend hiring and termination decisions, assign project management staff, and require recovery plans for projects that fall below financial or schedule targets.

Core Values Alignment

Committed to Outcomes

We are passionate about our commitment to each other, the company, and our clients. We ALL win when we work together and are unified as a team.

The Director of Projects exemplifies the core value of being \"Committed to Outcomes\" by ensuring that all projects are executed successfully through strong leadership, collaboration, and a focus on team unity. By guiding project managers and teams to deliver results that meet client expectations and uphold company standards, this role fosters a cohesive environment where everyone contributes to and shares in the company's success.

Unified in Fire

When adversity strikes, we forge ahead, having each other's back when it matters most.

The Director of Projects embodies the core value of \"Unified in Fire\" by leading the team through challenges and ensuring everyone stays focused and supported. You're willing to step in and help fight the fight, not afraid to get your hands dirty, and able to contribute at a moments notice.

Be the Best

We are experts in a unique business and take pride in our work. We never stop improving and are always looking for the next challenge.

The Director of Projects exemplifies the core value of \"Be the Best\" by driving continuous improvement and excellence within the team. As a leader, you master project management, pushing the team to take pride in their work and strive to improve. You are committed to growth that ensures the company stays at the forefront of the industry, always striving to be the best. This means leveling up the team and working only to hire the best.

Building Stronger

We build things to last in our relationships, projects, and company growth. We have the physical, mental, and emotional toughness to overcome challenges, speak up, and demonstrate our vulnerability.

The Director of Projects embodies the \"Building Stronger\" core value by fostering enduring relationships, ensuring project consistency, and driving sustainable company growth. You demonstrate resilience and toughness, guiding the team through challenges while encouraging open communication and vulnerability. You lead with strength and empathy to build a solid foundation for the team, the projects, and the company's future.

Core Responsibilities

Oversee the Projects - Oversight and Management of All Upcoming & Active Projects

As the Director of Projects, you oversee all projects from start to finish, ensuring they are on budget, on schedule, and efficiently managed. You review and approve budgets, schedules, and change orders. You support project teams by addressing challenges and keeping communication open through regular meetings. Additionally, you step in to manage projects when needed.

Oversee the People - Develop & Grow/Maintain the Project Management Department/Staff

The Director of Projects develops and leads the project management team, ensuring alignment with the company's core values, vision, and mission. You oversee the team, manage manpower allocation across projects, and maintain a companywide jobs schedule. You train, mentor, and coach project managers to help them achieve their performance goals.

Oversee Department - Develop, update, and implement corporate project management policies and procedures as required.

The Director of Projects manages the project management department by developing and implementing policies and procedures. You actively participate in and guide leadership meetings, collaborate with the Director of Field Operations to ensure proper project staffing and work with the quality control team on audit preparation and execution.

Activities

Oversee the Projects - Oversight and Management of All Upcoming & Active Projects

Project Oversight and Executive Management: In overseeing all projects, provide executive management and direction, ensuring that projects run smoothly and efficiently. Take charge of managing projects when other project managers are unavailable or when dealing with large or complex projects, ensuring that every aspect is under control.
Budget and Change Order Management: Review and approve all project change orders, budgets, and budget updates to ensure that costs are accurately accounted for and that projects remain profitable. Monitor project budgets closely to maintain cost-effectiveness, ensuring all added costs are submitted and priced to maximize profitability.
Project Scheduling and Planning: Monitor project schedules closely, tracking major milestones and progress to ensure timely completion. Oversee preconstruction and planning activities to meet project goals and prepare for successful execution.
Manpower and Resource Management: Collaborate with the Director of Field Operations to forecast and manage manpower needs for all projects. This ensures that the right resources are allocated efficiently to meet project demands.
Support and Communication: Provide support to both project management and field supervision teams by addressing any issues or obstacles that arise. Lead regular project meetings to foster communication and coordination among field teams, project managers, and executive management, ensuring everyone is aligned and informed.

Oversee the People - Develop & Grow/Maintain the Project Management Department/Staff

Core Values and Leadership: Uphold and integrate S&R's core values, vision, and mission as a core member of the leadership team, ensuring alignment with organizational goals.
Manpower Supervision and Allocation: Supervise and allocate manpower for all projects, maintaining and updating comprehensive companywide jobs and manpower schedules to optimize resource use.
Staff Growth and Management: Oversee the growth and management of project management staff, including coordinating training programs to enhance their skills and capabilities.
Coaching and Mentoring: Coach, train, and mentor project managers, guiding them to meet their performance objectives and excel in their roles.

Oversee Department - Develop, update, and implement corporate project management policies and procedures as required.

Policy Development and Implementation: Develop, update, and implement corporate project management policies and procedures to ensure they meet organizational needs and standards.
Leadership Committee Participation: Actively participate in the S&R Core Leadership Committee and meetings, contributing to strategic discussions and decision-making processes.
Audit Preparation and Execution: Work with the S&R Corp Quality Control team to prepare for and execute AISC audits, ensuring inspection compliance and readiness.

Measurables

Project Profitability: Percentage of projects completed within or above projected profitability margins.
Employee Engagement/Retention: Quarterly engagement scores and annual retention rates within the project management team.
Project Schedules: Percentage of projects completed on time or ahead of schedule.
Policy and Process Adherence: Compliance rate with updated project management policies and procedures.
Customer Satisfaction: Post-project customer feedback scores or Net Promoter Score (NPS).
Pre-Planning Completion: Completion percentage of pre-construction plans and approvals before project start.
Construction Milestones: Completion rates of major construction milestones as per scheduled deadlines.
Project Close-Out Efficiency: Average time to finalize and close out completed projects.

Additional Qualifications

Minimum of 10 years of construction project management experience, including responsibility for a portfolio of at least $20 million annually, individual projects of at least $4 million, and direct leadership of at least 6 project managers.

Education: Bachelor's degree in Construction Management, Engineering, or related field; MBA or equivalent is a plus.
Experience: Minimum of 10 years of experience in construction project management, with at least 5 years in a leadership or director-level role.
Certifications: PMP, CCM, or equivalent certifications preferred.
Technical Skills: Proficiency in project management software (e.g., Procore, Microsoft Project) and strong understanding of budgeting, scheduling, and resource allocation.
Leadership Skills: Demonstrated experience in managing large teams, mentoring project managers, and leading through challenging projects.
Problem-Solving: Ability to navigate complex project issues, make quick decisions, and provide solutions under tight timelines.

Pay Range

Compensation is extremely competitive based on experience and qualifications. Base: $200k-$250k
Potential for performance-based bonuses aligned with project profitability and employee engagement goals.

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Director of Projects — S&R Enterprises (Executive)

Role overview

The Director of Projects is an executive charged with defining and delivering the project portfolio strategy, establishing program governance, and ensuring reliable execution of strategic initiatives that materially affect S&R Enterprises’ financial, operational and customer outcomes. The role combines high-level strategic decision-making (prioritization, investment, policy) with accountability for on-time, on-budget program delivery through senior project and functional leaders.

This position is responsible for allocating resources across multi-year programs, setting portfolio-level goals, developing and retaining senior delivery talent, and representing S&R to internal stakeholders, strategic partners and key external customers. Success is measured by attainment of agreed Objectives and Key Results (OKRs) and Key Performance Indicators (KPIs) tied to revenue/margin impact, program delivery quality and team capability.

Primary objectives and OKRs

Objective: Align project portfolio to strategic priorities and maximize return on invested capital.
KR1: Complete portfolio review and reprioritization cycle within 90 days; implement gating criteria for >95% of active projects.
KR2: Reallocate resources to top-priority initiatives to achieve a projected portfolio ROI improvement of ≥15% year-over-year.
Objective: Deliver major programs on schedule, within scope and budget.
KR1: Achieve ≥85% of program milestones on schedule across the portfolio each quarter.
KR2: Reduce average cost variance to budget to ±5% for all enterprise-level projects within 12 months.
Objective: Build and retain a high-performing delivery organization.
KR1: Retain ≥90% of identified critical senior delivery staff over 12 months.
KR2: Implement a development and succession plan for senior project leads covering 100% of roles within 6 months.
Objective: Improve stakeholder confidence and transparency in project outcomes.
KR1: Establish and operationalize a single project performance dashboard with weekly updates for executive stakeholders within 60 days.
KR2: Achieve a stakeholder satisfaction score ≥8/10 on quarterly project governance reviews.

Key Performance Indicators (KPIs)

Portfolio ROI and margin contribution attributable to delivered projects (absolute and percentage improvement).
On-time delivery rate (percentage of milestones delivered as scheduled).
Budget performance (cost variance percentage across portfolio and per program).
Scope stability (number and impact of scope changes and rework rate).
Resource utilization and capacity (senior staff utilization vs. plan; bench percentage).
Employee retention and turnover for the delivery organization (12-month retention for senior delivery roles).
Stakeholder satisfaction and governance compliance scores (executive, customer, partner).
Risk closure rate (percentage of identified high/critical risks mitigated or closed within planned timeframe).

Problems solved (internal and external customers)

Internal: Eliminates fragmented, low-value or conflicting project work by establishing prioritization and governance; reduces cost and schedule overruns by introducing consistent delivery standards and centralized accountability.
Internal: Addresses capability gaps in senior delivery by implementing talent development, succession planning and clear role ownership, thereby reducing single points of failure.
External: Provides customers and partners with predictable delivery, higher quality outcomes and clearer communication by instituting disciplined program management and transparent reporting.
External: Mitigates commercial and reputational risk by ensuring contractually committed milestones and quality thresholds are met and by proactively managing stakeholder expectations.

Key skills, abilities and knowledge required

Strategic portfolio management: ability to translate corporate strategy into project prioritization, investment decisions and measurable portfolio outcomes.
Program and project delivery expertise: deep knowledge of program management methodologies (e.g., waterfall, Agile, hybrid), risk management, cost control and quality assurance.
Financial acumen: capability to model ROI, manage budgets, interpret P&L impacts and make trade-off decisions under uncertainty.
Leadership and people development: proven experience hiring, coaching and retaining senior project managers and cross-functional leaders; succession planning skills.
Governance and compliance: experience establishing governance frameworks, decision rights, reporting cadence and escalation mechanisms for complex organizations.
Stakeholder management and communication: capacity to present program status to executives, board members, customers and partners; negotiated outcomes under pressure.
Change management: ability to lead organizational change required to improve delivery capability and adopt new processes or tools.
Analytical and systems thinking: comfort with data-driven decision-making, defining KPIs, and implementing dashboards and performance reporting.
Relevant domain experience: knowledge of the company’s industry, products or services to ensure informed trade-offs and credible external representation.
Desired experience areas: prior executive or senior director-level responsibility for a multi-project portfolio, successful delivery of large-scale programs, and experience managing cross-functional delivery teams in both startup and larger-enterprise contexts.

Here is the ideal candidate profile, which should be used for rating candidates:

Candidate target profile

Target a hands-on structural steel construction leader who has personally owned major project problems in front of demanding general contractors.

This person does not need to be S&R's best steel expert. They do need enough steel and construction knowledge to understand the issue, get the right people involved, hold commitments, and speak with confidence.

Best backgrounds to target

Prioritize candidates from these backgrounds:

Structural steel erection subcontractors

Senior Project Manager
Project Executive who still handles projects directly
Operations Manager with direct project responsibility
Area or Regional Project Manager
Senior Construction Manager
General Superintendent who has strong GC and client-facing experience

Structural steel fabricators with erection operations
Look for candidates who managed both fabrication schedules and field erection. They should understand how detailing, fabrication, delivery, erection, welding, crane access, and other trades affect the schedule.
Large commercial general contractors
Strong GC candidates may come from firms such as Clark, Hensel Phelps, Turner, DPR, Mortenson, McCarthy, Whiting-Turner, Gilbane, Skanska, JE Dunn, or similar companies.
Target people who directly managed:

Structural steel subcontractors
Steel erection schedules
Major subcontractor issues
Trade coordination
Schedule recovery
Large, complex projects

A GC candidate does not have to be a steel expert, but they must understand sequencing and how steel erection affects the rest of the job.

Project experience to prioritize

Look for people who have worked on projects such as:

Data centers
Stadiums and arenas
Aerospace or advanced manufacturing facilities
Large distribution centers
Hospitals
Airports
High-rise buildings
Semiconductor or industrial plants
Large public projects
Complex design-build projects

The best candidate has managed large steel packages where delays can affect many other trades and create major schedule and cost issues.

What they must understand

They do not need to perform technical calculations or tell the field how to erect the steel. They should be able to speak clearly about:

Structural steel erection
Erection sequences
Fabrication and delivery schedules
Crane access and crane coordination
Welding and bolting
Decking
Field measurements
RFIs and submittals
Change orders
Schedule delays
Trade stacking and site access
Manpower needs
Recovery plans
Safety and quality issues
Coordination between detailing, fabrication, delivery, and erection

They should already know what a beam, weld machine, crane, and erection sequence are. S&R should not need to teach them basic construction language.

The three most important traits

1. Builds relationships through direct communication

This person uses the phone and meets people in person. They do not hide behind email.

They should be able to build working relationships with:

GC executives
Project executives
Project managers
Superintendents
Owners
Field leaders
Vendors
Fabricators
Internal project teams

They do not have to be highly polished. They do need to be direct, credible, and comfortable talking with strong personalities.

Resume and LinkedIn signals

Good profiles may include language such as:

Structural steel erection
Steel fabrication and erection
Major projects
Mission-critical construction
Data centers
Stadium construction
Advanced manufacturing
Project recovery
Schedule recovery
Trade coordination
Subcontractor management
Client relationships
Change-order management
Contract compliance
Field operations
Erection planning
Crane coordination
Executive escalation
General contractor relations
Multi-project operations

Do not rely on the title. A Senior Project Manager may be a much stronger fit than a Vice President or Director.

Simple sourcing direction

Find Senior Project Managers, hands-on Project Executives, Operations Managers, and strong General Superintendents from structural steel contractors, steel fabricator-erectors, and major GCs. Focus on people who have personally managed large steel packages, handled GC escalations, led schedule-recovery conversations, and stayed close to both the field and the customer. Do not screen based on senior title alone. Screen for direct project ownership, construction credibility, accountability, and the ability to control a difficult room.

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Director of Projects

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