Full-Time
Project Executive
Suffolk Construction Company
1,001-5,000 employees
End-to-end construction firm delivering design-build
No salary listed
San Francisco, CA, USA
In Person
Regular job site visits are required.
Bachelor's
 Business & Strategy (1) |
|---|
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- A bachelor's degree with 10–15 years of construction management experience for a large-scale general contractor or construction manager at-risk firm.
- In-depth knowledge of intricate commercial construction practices.
- Experience leading multiple successful project teams, including developing direct reports and maintaining relationships with external entities.
- The precise years of experience and industry knowledge required vary according to the size, complexity, and sector of the assigned projects.
- Provide leadership in business judgment and all financial and profitability aspects of projects under your jurisdiction.
- Participate extensively in the work acquisition process and help define and develop project budgets and schedules that achieve profitability objectives while accounting for project-specific challenges.
- Set appropriate milestones and assign staff qualified to handle the scope and complexity of the project.
- Work closely with clients, owners, architects, and subcontractors to develop relationships that exceed client-satisfaction standards.
- Oversee all necessary resources throughout the project from start-up through closeout and ensure that owner expectations for budget, schedule, and quality, as well as Suffolk’s profitability objectives, are met or exceeded.
- Own high-level oversight of projects from beginning to end, including budgets, costs, unexpected events, general performance, and overall progress against plan.
- Ensure the effective transition of day-to-day project operations to Project Managers and Superintendents when field work commences.
- Mentor, train, and coach staff to perform to or exceed Suffolk standards.
- Represent Suffolk to owners, architects, consultants, government authorities, vendors, and subcontractors.
- Understand unique owner needs, represent Suffolk’s capabilities, and help close potential clients.
- Review projects for unique challenges affecting budget and profitability objectives using the Litmus Test.
- Use industry contacts and relationships to generate appropriate project leads and follow them through acquisition as required.
- Participate in and contribute to request-for-proposal responses, including project-specific content editing and interview preparation and participation.
- Participate in contract negotiations as requested.
- Assign appropriate project management and field operations staff.
- Review and approve pre-mobilization activities.
- Ensure turnover meetings occur between preconstruction and operations teams.
- Lead preconstruction as requested and work with preconstruction and estimating teams to develop project-specific budgets, schedules, and logistics plans.
- Ensure projects achieve budget, schedule, quality, and profitability objectives.
- Maintain a thorough understanding of the Suffolk-owner contract, ensure project-team understanding, and ensure project compliance.
- Visit sites regularly to monitor project performance, schedule, and expenditures, identify potential challenges, and lead responses that support schedule, budget, and quality objectives.
- Monitor and evaluate Project Manager and Superintendent staff assignments.
- Develop the entire project team.
- Assist in sourcing and screening candidates, mentor, coach, and train them, and ensure effective matching of talent to project scope.
- Manage cash, accounts receivable, accurate financial forecasting, and profit-and-loss performance, including project contingencies, liabilities, and savings potential.
- Assist project staff in developing the baseline schedule.
- Monitor schedule performance.
- Assist the project team in initiating Lean Planning processes and workflows.
- Ensure project staff understand and are trained in Suffolk standard operating procedures and monitor compliance.
- Champion jobsite safety and motivate the on-site team to implement the Suffolk Safety Program.
- Ensure the original project budget includes appropriate project safety funding.
- Attend scheduled meetings necessary to monitor and manage project profitability.
- Chair or attend weekly project staff meetings.
- Attend owner and project meetings, maintain continuous client contact to gauge performance perceptions, and communicate relevant information to the project team.
- Serve as Suffolk’s representative on the project team.
- Self-perform construction experience.
- The ability to manage and embrace change and adapt to new processes and new approaches to established problems.
- Possession of Suffolk’s Core Values: Passion, Integrity, Hard Work, Professionalism, and Caring.
Suffolk Construction is a national building and investment firm that manages the full lifecycle of construction projects, combining core construction management with vertical services such as design, self-perform construction, supply chain management, and technology investments through Suffolk Technologies, plus R&D focused on AI and data-driven solutions. It works across healthcare, life sciences, education, gaming, transportation, government, mission-critical facilities, advanced tech, and commercial sectors, delivering integrated outcomes through in-house capabilities and strategic startup partnerships. It differentiates itself by offering end-to-end services under one roof, a large national footprint, and a focus on applying technology and data-driven methods to improve construction processes. Its goal is to redefine how America builds by delivering value across the project lifecycle and driving efficiency through data-driven, technology-enabled solutions.
Company Size
1,001-5,000
Company Stage
N/A
Total Funding
N/A
Headquarters
Boston, Massachusetts
Founded
1982
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Simplify's Take
What believers are saying
- Pompano Beach selected Suffolk on July 30, 2026 for a $137 million City Hall.
- Suffolk won Cal Poly’s $1.2 billion housing expansion, adding 3,600 beds.
- AI and California expansion lifted Suffolk’s 2026 visibility in technology, healthcare, and infrastructure markets.
What critics are saying
- Continuum sued Suffolk on August 4, 2026 over La Baia South mismanagement allegations.
- Massachusetts prison contracts threaten Suffolk’s brand with activists and employees through 2026.
- Construction disputes and liens signal margin pressure, payment friction, and schedule risk across Florida projects.
What makes Suffolk Construction Company unique
- Suffolk’s 2026 Jobsite of the Future embeds AI engineers on active jobsites.
- Freedom Source gives Suffolk direct-to-manufacturer procurement, cutting lead times and pricing opacity.
- Melissa Kiefer’s August 2026 hire deepens Suffolk’s healthcare and life sciences execution.
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Benefits
Health Insurance
Dental Insurance
Vision Insurance
401(k) Retirement Plan
401(k) Company Match
Life Insurance
Disability Insurance
Commuter Benefits
Wellness Program
Mental Health Support
Company News
Builder for new City Hall announced by Pompano, CRA, RocaPoint officials. City officials, the Pompano Beach Community Redevelopment Agency (CRA), and "New Downtown" master developer RocaPoint Partners announced they have picked Boston-based Suffolk Construction as the contractor for the project's anchor - the new Pompano Beach City Hall and adjoining parking garage to be built at 125 North Dixie Highway, next to Atlantic Boulevard. The press release announcement caps a 4-month process since RocaPoint Partners announced the start of its "RFP" process - a request for proposals - to solicit interested bidders for the construction of the two buildings, at an estimated cost of $137 million. According to officials, the new city hall and parking garage will serve as the anchor for the New Downtown area, which would occupy large portions of CRA-owned properties in a broad quadrant bounded by Atlantic Boulevard, I-95, Dixie Highway, and MLK/Hammondville Road. Click the icon below to share this!
The prison-building Boondoggle in Massachusetts. The peace advocate july 2026. The Prison Construction Boondoggle in Massachusetts: Who Suffers and Who Profits from Prison Construction in the Public Sector? Massachusetts has about 200 women incarcerated at MCI Framingham, the state's only women's prison. These women are mothers, daughters, and grandmothers and many are old, or sick, or both, and could be moved to more appropriate housing given their age, health problems, and the fact that they are no threat to society whatsoever. In these times of strained state budgets, it is important to know that the annual cost of incarcerating a woman is estimated to be $235,195 dollars, well above the cost of a semi-private nursing home bed in the state which is estimated to be close to $175,000 per year. MAPA's Racial Justice-Indigenous Solidarity working group has been working as an ally of Families for Justice As Healing (FJAH) and the National Council for Incarcerated and Formerly Incarcerated Women and Girls in advocating for passage of the Prison Construction Moratorium bill since Charlie Baker was Governor. The purpose of this bill was, and still is, to provide the legislature the time to research the question of whether more investment in housing, health care, mental health care, education, and substance use treatment would be a better use of tax payer monies than investing in a new prison. You may recall that this bill passed both the House and the Senate, only to be vetoed by Gov. Baker in 2022. There was reason to think Gov. Healey might be more supportive of the bill than Gov. Baker, given that the largely Democratic legislature had voted for it. But, during her time in office Gov. Healey has consistently declined to engage with decarceration advocates on the merits of the Prison Construction Moratorium bill and is, in fact, proceeding with plans for a new prison. And, though Gov. Healey regularly talks about housing as her chief priority, she is now taking action to invest hundreds of millions of tax dollars in a prison to house about 200 women. In June of 2025 the Healey administration shocked politicians and constituents alike when it announced that it was increasing former Governor Baker's budget for a new women's prison from 50 to 360 million dollars. The administration took this action notwithstanding public hearings over three legislative sessions where there has been little to no support for the project. In June of this year Masspeaceaction learned that it is now negotiating a contract with Suffolk Construction, New England's largest general contractor, to build the prison on the site of MCI Framingham, apparently while the 200 currently incarcerated women living there remain housed on the site. The founder of The Real Cost of Prisons Project, Lois Ahrens, has described the Healey administration's approach to building the prison as "secretive". When the announcement was made that the budget had jumped from 50 to 360 million there were no details provided about this huge increase or about who had been involved in the planning. Ahrens noted that the Healey administration has ignored the work of many advocacy organizations throughout the state who support passage of the moratorium bill and has disregarded the moving testimony of women incarcerated at MCI Framingham who spoke via Zoom at public hearings, stating that they don't want a new prison but do want education and training which is not available to them now, and that they need quality health care, also not available now. The rationale that the Healey administration has put forward to justify this project is to build a "trauma-informed" prison, and that "The newly renovated space is intended to create a more healing environment..." Susan Sered, a professor of sociology at Suffolk University and Senior Researcher for Women's Health and Human Rights, notes that a report commissioned by the Dept. of Corrections found that "correctional institutions, however well designed, are not suited for therapeutic and rehabilitative goals." And remarkably, research cited by HDR, the architectural firm contracted to design the new prison, reports that diverting women from prison is preferable to building a new prison. Supporters of the prison construction moratorium bill, including Families for Justice As Healing, highlight the fact that the majority of incarcerated women are survivors of sexual and domestic violence whose arrest or conviction is related to the abuse they survived. For these women incarceration is a system which serves to repeat abuse and trauma. If Suffolk Construction proceeds with this contract and builds a new women's prison in Massachusetts it will be putting its resources and reputation on the side of the prison industrial complex which flourishes in the United States. As Masspeaceaction in the peace movement know well, the outcome of the military industrial complex is the militarization of its society and of federal spending, the impoverishment of domestic spending, and horrific wars and genocides, now nearly non-stop around the world. Similarly, the prison industrial complex can be understood as a profit-driven relationship between the government and the private companies that build, manage, supply, and service prisons, plus related groups, including prison industry unions and lobbyists. It is not surprising when the outcome of this system is investment in prisons and the carceral system over investment in what supports people and communities. Suffolk Construction could walk away from this project. Suffolk Construction (and all of Masspeaceaction) should consider the fact that the Massachusetts Department of Corrections (DOC) has a contract with Immigration and Customs Enforcement, ICE. This ICE connection, with all the racial profiling, violent abuse, medical neglect, and the outright murders that ICE has carried out, should be more than reason enough for Suffolk Construction to think twice about working with the DOC. Just last week Masspeaceaction learned that Citizens Bank has walked away from its involvement in funding ICE detention centers. It did this in the wake of widespread opposition from its customers who withdrew many millions of dollars from the bank. One definition of the word boondoggle is that it is a useless, wasteful, and extravagant project. But in this case, a new women's prison in Massachusetts would be worse than useless, wasting the lives of incarcerated women who could live in the community if the state had invested in housing, education and training, and health care. If you would like to take an action to urge Suffolk Construction to pull out of this prison-building boondoggle, you can do so here. By Rosemary Kean
How AI automation can fit into construction workflows: McKinsey. As artificial intelligence continues to shake up the building industry, choosing how to build versus how to buy solutions is important, said an expert for the consulting firm. Published July 22, 2026 Dive brief: * Artificial intelligence doesn't represent an "extinction event" for AEC firms, but it will fundamentally change the way construction pros streamline certain tasks, according to a new report from global consulting firm McKinsey. * The July 15 report, "How AI is reshaping the future of the AEC industry," describes two camps of AI users - those who leverage it to automate core tasks, and those who use it as a superficial productivity tool. In particular, firms that control proprietary project data, decision-making workflows and the ability to charge for outcomes rather than work processes will see benefits, per the report. * "Early adopters are reporting productivity gains from design, modeling, and construction-feasibility workflows, though these advantages will likely soon be table stakes," the report reads. Dive insight: Overall, the consulting firm advises builders to use the tech to transform domains, otherwise known as end-to-end processes. These can be redesigned independently due to their small size while delivering meaningful impacts to a business, as opposed to isolated deployments, per the report. "As models become widely available, I think advantage is going to come from those who can redesign their work, their roles, how they operate, how they think about commercial models the fastest," said Daniel Ahmoye, a partner in McKinsey's Calgary, Alberta, office, in an interview. Indeed, McKinsey's research claims that AI has the potential to automate 39% of nonphysical work in the construction sector, per the report. That's compared to 50% in the architecture and engineering sectors. Altogether, the consulting firm identified 150 workflows across 25 AEC-related domains with differing degrees of potential for AI and automation within the process. In particular, the firm claims that skills such as data entry, invoicing and equipment inspection will see the most change by 2030. McKinsey then divided these automation goals into three time-based phases: * Near-term, or the first 18 months, with a focus on streamlining end-to-end workflows. These tasks include bid/no-bid analysis, estimating and proposal drafting functions. * Medium-term, or 18 months to four years, where contractors leverage data advantages. These tasks include using automation to help builders take advantage of proprietary data, such as RFIs, drawings, specs and close-out reports. * Long-term, or beyond four years, where builders can leverage AI on the jobsite. These tasks include using autonomous construction equipment and transportation coordination between factories, yards and the jobsite. With these timeframes in mind, however, it doesn't mean that certain tasks will simply go away, Ahmoye said. Only a certain portion of these tasks can be done by 2030, and that number is narrowed when builders consider the roles people play in their completion. "Only certain roles can be automated, and it's more about the tasks and the activities," Ahmoye said. While the number may seem huge and daunting, it's more about piecemeal components across an entire set of activities. "And what really will make the difference is how those activities are daisy chained together or put together in a way that reduces friction and creates easier workflows across the life cycle of a construction project," Ahmoye added. McKinsey has waded into the construction industry's productivity debate before, most famously with its 2017 report on the building sector's failure to keep pace with the rest of the world. Another report shows that, from 2000 to 2022, global construction productivity improved only 10%, McKinsey experts wrote in Construction Dive. The report also offers a word of caution for builders amid the ongoing debate of whether to build solutions or buy from software developers who provide technology and expertise for specific issues. High-profile builders, such as Suffolk Construction and Turner Construction, for example, have stepped into the arena to develop their own tools in-house to solve pain points. "AEC firms have historically struggled to build and scale software products, and AI is advancing too quickly for most incumbents to rely primarily on internal development," according to the report. Rather, builders should focus on their advantages that competitors or vendors can't easily recreate, such as with proprietary data or client relationships. To that end, a company should build where its expertise is the product. That firm should also buy products where another outside source is investing more than the company ever could, said Ahmoye. "So, to me, it's not a question of what to buy or build. It's more of a question of, where do we see advantage coming from?" Ahmoye said. Going forward, McKinsey highlighted several steps to help builders prepare for AI integration. These include prioritizing three to five high-value workflows; choosing where to buy, build or partner; scaling with governance and measuring what matters, per the report.
Melissa Kiefer joins Suffolk Construction as Vice President of Strategy. Melissa Kiefer has joined Suffolk Construction as Vice President of Strategy, strengthening the company's healthcare and life sciences efforts across New York, New Jersey and Connecticut. Kiefer brings more than 15 years of experience guiding regulatory strategy, capital execution and organizational alignment across complex institutional investments. She joins Suffolk from Hospital for Special Surgery, where she established and led the organization's first in-house planning, design and construction team and shaped long-term capital planning, facilities development and project delivery. At Suffolk, she will apply that healthcare-provider experience to advance the company's healthcare and life sciences growth strategy, deepen partnerships and align operations, design and construction teams to support highly technical project delivery. "Melissa's healthcare experience gives her a valuable perspective that will be a tremendous asset to our clients and project teams," said Joseph Whalen, Senior Vice President of Operations at Suffolk New York, in a statement. "Complex healthcare projects require disciplined planning and deep coordination with our institutional partners. Suffolk's data-driven approach helps us deliver projects safely and efficiently, and Melissa's collaborative leadership and expertise will further strengthen that approach." "Suffolk has built a strong reputation for bringing innovation, transparency and disciplined execution to complex capital investments," said Kiefer in a statement. "I'm excited to join a team that understands healthcare construction is ultimately about supporting patients, caregivers and communities. By bringing together planning, operational, and technical delivery insights, we can enable healthcare organizations to translate strategic priorities into successful project outcomes that support care today and position the built environment for what's next." Stay ahead of the industry. Get HCO News delivered free.
Suffolk, a national construction firm, has hired Armond Balaian as Executive Vice President and Division Manager of its Silicon Valley operations. Based in Suffolk's Milpitas office, he will focus on expanding work across tenant improvements, retrofits and new construction for corporate, technology, healthcare and life sciences clients. Balaian brings over 30 years of industry experience, including nearly two decades with BCCI Construction, where he served as Vice President. He has led projects for clients including Google, Apple, Stryker, Stanford and Bank of America. The hire comes as Silicon Valley sees renewed construction demand driven by artificial intelligence and return-to-office activity. Suffolk, which generates over $10 billion in annual revenue, recently opened its Milpitas office to complement San Francisco operations and strengthen its California presence.