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Suffolk Construction Company

End-to-end construction firm delivering design-build

Senior Project Manager

Construction ManagementUpdated on Nov 13
Full-timeVan Wert, OH, USAIn-person

About the Job

Requirements

  • An associate’s degree in an applicable discipline and a minimum of 10 years of experience relative to project size and scope.
  • Demonstrate excellent business judgment by consistently achieving profitability objectives and strong project close-outs while maintaining client and subcontractor relationships in good standing.
  • Demonstrate excellent organizational skills and attention to detail, with a strong command of applicable contract and legal provisions.
  • Analyze and execute financial trade-offs, including when working with incomplete data and ambiguity.
  • Multi-task and handle competing priorities between business needs, organizational issues, and customer relations.
  • Exercise judgment about when to escalate issues up the chain of command.
  • Manage and embrace change, responding and adapting to new processes and new approaches to existing problems.
  • Demonstrate urgency and initiative, and quickly study and react to complex issues.
  • Apply problem-solving skills and confidently and decisively take action.
  • Lead a team with diplomatic and communication skills, handling and resolving conflicts effectively in a firm but fair manner.
  • Possess Suffolk’s Core Values: Passion, Integrity, Hard Work, Professionalism, and Caring.
  • Perform job-site walking and work in an office environment; regularly sit for long periods, talk or hear, and use fine motor, hand, and finger skills for keyboard, telephone, or writing tasks. Frequently stand, walk, and reach with arms or hands; visual abilities include close and distance vision, depth perception, and adjusting focus.

Responsibilities

  • Administer all project requirements, including contracts, trade partner agreements, purchase orders, and risk management; manage work performance, quality, and team progress against the project plan.
  • Produce detailed Cost-to-Complete forecasts that identify potential exposures; coordinate use of Oracle with Expedition to identify exposures; require tracking of field directive and back-charge costs for forecasting; analyze line-item exposures, particularly unit-price contracts; complete forecasts on the Forecasting Calendar; and teach budget-updating standard operating procedures.
  • Require the project team to use Expedition to track proposed change-order items, including in-scope and out-of-scope items; provide the Owner with current change status reports; require monthly Owner Change Orders to prevent aging of proposed change-order issues and enable timely closure with subcontractors; recover legitimate general contractor costs for Owner changes; track contract allowances in Expedition and submit change-order requests when overruns are likely; and require monthly tracking and processing of field directives and back charges, such as composite clean-up and hoisting time.
  • Establish an effective project close-out plan early, including early collection, review, and packaging of contract close-out documents; implement the Noncompliance Reporting System; require the team to use the Work List System to organize and manage completion of work phases; use the Completion-Compliance-Quality process for close-out; and teach the close-out process to other employees.
  • Require the project team to obtain Owner approval of completed pay requisitions by the first of each month; produce a Schedule of Values; establish a process for collecting payments within 30 days and efficiently paying subcontractors; and review Hold Reports before payment is due to address deficiencies and enable timely payment to subcontractors and vendors.
  • Manage project cash flow to maintain a fiscally responsible position; produce a Schedule of Values that supports cash flow; review subcontractors’ initial Schedules of Values to prevent overpayment; review subcontractor and vendor requisitions to prevent payment of unsigned or unfunded change orders; produce and update the Owner cash model; and produce an accurate percent-complete projection for financial management.
  • Establish a project-team meeting cadence to support communication and problem-solving; follow standard operating procedures for focused meetings, including project manager/project engineer, Owner-Architect-Contractor, subcontractor, coordination, and preconstruction meetings; and manage meetings using agendas and time limits.
  • Require the project team to assemble and maintain project logs for cash management, change management, noncompliance, buy schedule, contracts, procurement, submittals, requests for information, safety, hold reports, construction schedule, and work lists; periodically review the logs for accuracy; and conduct monthly focus meetings to identify exposures and issues.
  • Build firm but fair subcontractor relationships, promote organization and professionalism, and promptly address subcontractor performance issues to protect the company from resulting delays and impacts.
  • Work with the project team, including superintendents and estimators, to produce clear, thorough, and accurate scopes of work through detailed document review; organize and administer purchasing to avoid just-in-time material purchases; and prioritize timely buy-out and gather resources to meet the buy schedule.
  • Work with the superintendent to produce an accurate baseline contract schedule; track schedule events, impacts, and changes to manage and prevent delays; focus the project team on critical-path matters; manage and distribute monthly schedule updates in accordance with standard operating procedures; provide the Owner with written monthly schedule updates required by the contract; take decisive action with schedule-impacting subcontractors; produce buy-out and procurement schedules; and help write monthly schedule narratives with the scheduling team.
  • Complete buy-out in a way that supports timely work and prevents budget and contract-execution issues, including bonds and insurance; issue timely notices to the Owner and subcontractors; secure change directive authorizations before proceeding with changes; act promptly when subcontractor underperformance threatens project impacts; complete the submittal and coordination process within 180 days; and teach the project team a risk-management process.
  • Establish a trusting and professional relationship with the Owner, keep the Owner informed of important matters, and work to secure a strong letter of recommendation from the Owner.
  • Lead use of the project Quality Management Program; work with the project team to conduct First Delivery and Quality Benchmark Inspections as work progresses; implement the Nonconformance Reporting System to track and manage deficiencies; and require mock-ups to establish quality expectations.
  • Create a collaborative project-team environment; establish work-ethic guidelines and expectations by example; organize periodic team events and training sessions to advance the company’s Train & Develop Our People strategy; and act promptly when personal conflicts arise among team members.
  • Oversee the career and educational development of team personnel, require adherence to standard operating procedures, and actively teach each process.

About the Company

Suffolk Construction Company

End-to-end construction firm delivering design-build

Suffolk Construction builds and manages large projects nationwide, offering end-to-end services across the project lifecycle. It combines core construction management with vertical services including design, self-perform construction, supply chain management, and technology investments through Suffolk Technologies, plus R&D on AI and data-driven solutions. The company handles complex projects in healthcare, life sciences, education, gaming, transportation, government, mission critical facilities, advanced technology, and commercial sectors. Its goal is to redefine how America builds by delivering value through integrated processes and data-driven, technology-enabled improvements, leveraging a large national footprint and in-house innovation.

Company size
1,001-5,000
Company stage
Not listed
Total funding
Not listed
Headquarters
Boston, MA
Founded
1982

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