Director of Project Management

About the RoleThe Director of Project Management owns delivery across all three practices. This person is accountable for work getting assigned, executed, billed, and collected — on schedule, at target utilization, and in full compliance with prime subcontract terms.Key ResponsibilitiesTeam Leadership and Work AssignmentServe as the central point of contact for all project managers across the three practicesDelegate and assign individual work in line with billing goals, staff availability, and fitMaintain awareness of project stages, work completion, and next steps for deliveryOwn team utilization: plan staffing across the portfolioCoach PMs on scope control, client communication, and schedule disciplineIdentify individual performance deficiencies, document them, and drive structured improvement plans in coordination with human resources and leadershipBilling and Revenue ExecutionOrganize and plan future monthly billing periods across the full project portfolioMonitor progress against monthly targets and intervene where projects track behindForecast billings by project and practice area, and flag variances before pay period closeReport completion of work to the Director of Operations on a defined cadenceFacilitate the invoicing process end to end, ensure billings are accurate, substantiated, and submitted on time.Support collections by resolving the delivery-side and documentation-side disputes that hold up paymentClient and Contract ManagementAdjudicate escalated and challenging issues with clients and prime contractorsEnforce the site visit approval process in strict accordance with subcontract requirementsEnsure scope changes and modifications are documented and approved before work is performedQuality and Technical OversightMaintain technical quality standards across the disciplinesReview high-risk or high-visibility deliverables prior to submissionServe as the senior technical escalation point when teams hit sensitive issuesSurface recurring problems to leadership where they point to a genuine gap in established process, and implement refinements once approved.Required QualificationsBachelor's degree in engineering, architecture, construction management, environmental science, or a related technical field; equivalent experience considered.PMP or equivalent.Minimum 8 years in building consulting, commissioning, or related technical services, including at least 3 years managing project managers or technical staff.Demonstrable expertise in high-performance building consulting — mechanical, electrical, and control systems; energy performance; building systems integration.Proven track record managing a portfolio of concurrent projects against billing, schedule, and utilization targets.Track record of driving process adherence in a team that had drifted from it — improving compliance through follow-through and accountability rather than by rewriting the process.Demonstrated ability to hold difficult conversations — with staff on performance, and with clients and primes on scope, schedule, and payment.Preferred QualificationsDirect experience in federal contracting as a prime or subcontractor, including subcontract compliance, deliverable acceptance, and invoicing requirementsExperience scaling a delivery organization in a small-business federal environmentProfessional Engineer (PE) license a plusCommissioning or sustainability related certifications a plusCore CompetenciesOwnership.Judgment under pressure.Directness.Operational discipline.Commercial awareness.Measures of SuccessFirst 90 daysFull command of the active portfolio, subcontract terms, and billing pipeline.Working relationships established with every project manager, the Cybersecurity practice lead, and each prime contractor point of contact.Monthly billing and utilization forecast produced and reviewed with leadership.Established delivery processes learned as written, with adherence gaps across the three practices identified and prioritized.First 12 monthsMonthly billing targets met or exceeded, with variance explained in advance rather than after the fact.Team utilization at or above target, sustained rather than spiked.Reduction in aged receivables attributable to delivery or documentation issues.Site visit approval compliance at 100% — zero unapproved site visits.Consistent process adherence across all three practices, verifiable rather than assumed.Documented performance expectations in place for every project manager.Measurable reduction in deliverable rework and client-returned submittals.