MEP Project Manager

Position Overview: The Project Manager is the executive owner of every project they carry — accountable for schedule, financial performance, client relationship, contract compliance, subcontractor performance, and closeout from contract award through final billing. The PM leads a project team composed of an Assistant Project Manager, a Site Superintendent, and one or more Foremen, and is the single point of escalation for all project-level decisions. This is an office-based role with regular site visits. The PM must be equally fluent in construction documents, financial reporting, and client communication.

Client & GC Relationship: Serve as the primary external point of contact for all client and GC communications on assigned projects. Provide proactive project updates and ensure the client is never surprised by schedule, cost, or scope developments. The APM supports meeting documentation and tracking; the PM owns the relationship and the substance of all communications. Attend all required project meetings with architects, engineers, customers, and city agencies.

Financial Performance: Own job costing, billing projections, margin protection, and monthly pay application submissions. Generate and submit accurate monthly requisitions; target first-submission approval through disciplined, well-documented billing. Review cost reports and budget vs. actual regularly with the APM. Identify variances early and take corrective action. Track and protect project margin through every phase of work. Change Order ManagementOwn the complete change order process: identify the trigger, price the work, review and approve the CO document prepared by the APM, send the formal request to the client, and ensure the approved amount is billed accordingly. All change order communication with the client runs through the PM. No one in the field discusses scope changes or extra work with the client — a verbal agreement in the field without a PM-approved change order is a liability. Submit formal time extension requests to the client for all approved change orders where schedule impact exists. Contract & Scope ManagementOwn all contract requirements and scope obligations from award through final completion. Lead the internal contract document review process and translate contract scope into actionable construction tasks for the field team. Identify and resolve scope gaps, RFIs, and scope change triggers before they become issues in the field.

Schedule Ownership: Own the master project schedule: milestones, critical path dates, and ongoing updates throughout construction. Submit 2-week look-aheads to the GC and review schedule health weekly with the Site Superintendent. Hold the team accountable to schedule milestones and escalate risks proactively.

Buyout & Purchasing: Own the full purchasing process for equipment and subcontractors: prepare scope of work documents, solicit and level competitive bids, prepare award recommendations, and obtain required approvals. Coordinate with the APM on purchase order preparation, vendor follow-up, and delivery tracking. Structure purchasing to maximize leverage — package multi-property or multi-scope buys where possible. Subcontractor ManagementOwn subcontractor scope leveling, award, contract execution, and on-site performance throughout the project. Ensure all subcontractors are fully approved before being scheduled on site. Coordinate with the APM and the internal Compliance team to confirm COIs, badging, certified payroll, and all other compliance requirements are met for both subcontractors and internal personnel before work begins. Compliance OversightOwn project-level compliance as it relates to scope, schedule, and personnel — both internal crews and subcontractors. Coordinate directly with the internal Compliance team to ensure all prevailing wage, badging, certified payroll, COI, and regulatory requirements are met and current throughout the project. Ensure compliance status is confirmed for all parties before mobilization and proactively managed through project completion. SafetyOwn safety outcomes at the project level. While the Site Superintendent enforces safety standards in the field daily, the PM is accountable for ensuring the safety program is operating effectively across all assigned projects. Review safety reports, near-miss documentation, and incident reports as they are submitted. Follow up on any identified hazards or corrective actions with the Site Superintendent. Ensure JHAs are completed in advance of high-risk work sequences and that the field team is resourced to maintain full safety compliance throughout construction. Permits & Inspections OversightOwn permit strategy, stamped drawing review, and inspection readiness across all permit types required for the project. Coordinate with the APM, in-house expeditor, and licensee to ensure all permits are tracked, filed, tested, and inspected on schedule.

Commissioning & Closeout: Own startup readiness, service handoff, and final billing. Communicate a clear written plan to the client in advance of all startup activities. Run the project Handoff Meeting and ensure the complete closeout package — O&Ms, warranties, as-builts, and all required documentation — is assembled before releasing retainage.