Project Management Director

ROLE OVERVIEW

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 programs.

Through disciplined project controls, contract management, team leadership, proactive risk management, and servant-leader principles, this role ensures assigned projects are executed in alignment with Pivot’s standards for cost, schedule, quality, compliance, documentation, and reporting.

The role manages and develops Project Managers, Senior Project Managers, Assistant Project Managers, and Coordinators. It also serves as connective tissue between Project Management, Preconstruction, Construction Management, Quality Control, Procurement, FP&A, Accounting, Legal, Development, Asset Management, O&M, Revenue Operations, and executive leadership.

The role is expected to create confidence in the portfolio by ensuring that project data is current, contract obligations are understood, risks are known, formal notices are managed, forecasts are credible, schedules are actively governed, and project teams are operating with discipline.

PRIMARY RESPONSIBILITIES

1. Stakeholder Management

• 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.

2. Contract Management

• 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.