Director of Project Management

About the Role

The 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 Responsibilities

Team Leadership and Work Assignment

• Serve as the central point of contact for all project managers across the three practices


• Delegate and assign individual work in line with billing goals, staff availability, and fit


• Maintain awareness of project stages, work completion, and next steps for delivery


• Own team utilization: plan staffing across the portfolio


• Coach PMs on scope control, client communication, and schedule discipline


• Identify individual performance deficiencies, document them, and drive structured improvement plans in coordination with human resources and leadership

Billing and Revenue Execution

• Organize and plan future monthly billing periods across the full project portfolio


• Monitor progress against monthly targets and intervene where projects track behind


• Forecast billings by project and practice area, and flag variances before pay period close


• Report completion of work to the Director of Operations on a defined cadence


• Facilitate 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 payment

Client and Contract Management

• Adjudicate escalated and challenging issues with clients and prime contractors


• Enforce the site visit approval process in strict accordance with subcontract requirements


• Ensure scope changes and modifications are documented and approved before work is performed

Quality and Technical Oversight

• Maintain technical quality standards across the disciplines


• Review high-risk or high-visibility deliverables prior to submission


• Serve as the senior technical escalation point when teams hit sensitive issues


• Surface recurring problems to leadership where they point to a genuine gap in established process, and implement refinements once approved.

Required Qualifications

• Bachelor'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 Qualifications

• Direct experience in federal contracting as a prime or subcontractor, including subcontract compliance, deliverable acceptance, and invoicing requirements


• Experience scaling a delivery organization in a small-business federal environment


• Professional Engineer (PE) license a plus


• Commissioning or sustainability related certifications a plus

Core Competencies

• Ownership.


• Judgment under pressure.


• Directness.


• Operational discipline.


• Commercial awareness.

Measures of Success

First 90 days

• Full 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 months

• Monthly 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.