Job DescriptionJob Description:
About Facility Innovations Group
Facility Innovations Group is a national construction and energy infrastructure company delivering electrical, renewable energy, energy-efficiency, and facility improvement projects for commercial and industrial clients. Our work includes complex, multi-location programs that require disciplined planning, strong field leadership, clear customer communication, and consistent execution across multiple states.
We are building a construction organization capable of delivering significant national growth without sacrificing safety, quality, accountability, or profitability.
Position Summary
The Vice President of Construction is responsible for turning contracted work into safe, well-executed, profitable projects.
This executive owns construction operations from project turnover through final completion and closeout. The role leads project management, field operations, superintendents, foremen, internal crews, subcontractors, construction support, and resource planning.
The Vice President of Construction must be able to see the entire portfolio while still understanding what is happening on individual job sites. This is not a desk-only leadership position. The right person will establish systems, hold leaders accountable, remove roadblocks, develop people, and step directly into projects when execution begins to drift.
Current projects are heavily weighted toward commercial solar PV systems, with additional work in battery storage, generators, energy-efficiency measures (MEP systems, lighting, building automation), and carbon-reduction initiatives, alongside the company's broader electrical and facility-improvement portfolio.
Success will be measured by predictable delivery: projects completed safely, on schedule, within budget, at the required quality, and with the expected margin.
Primary Responsibilities
Construction Leadership
Lead all construction operations across the company's national project portfolio.
Own the performance of project managers, superintendents, foremen, field crews, subcontractors, and construction support personnel.
Build an organizational structure that supports the company's current backlog and future growth.
Establish clear ownership, decision-making authority, escalation paths, and accountability throughout the construction organization.
Develop a consistent operating cadence that includes project reviews, schedule reviews, financial reviews, staffing discussions, safety reporting, and risk escalation.
Provide the CEO and executive team with direct, accurate reporting on construction performance.
Identify problems early and create clear recovery plans before they affect the customer, schedule, or project margin.
Project and Portfolio Execution
Oversee the handoff of projects from sales, estimating, preconstruction, engineering, and procurement into construction.
Confirm that each project is ready to build before mobilization, including approved drawings, permits, materials, labor, equipment, subcontractors, site access, and customer requirements.
Maintain visibility into the master construction schedule across all active and upcoming projects.
Balance labor, equipment, subcontractors, and leadership resources across multiple simultaneous projects.
Lead execution of multi-site and geographically distributed construction programs.
Ensure project teams have clear budgets, schedules, scopes, milestones, staffing plans, and communication expectations.
Remove operational constraints that prevent teams from meeting project commitments.
Establish recovery plans for projects that fall behind schedule or below expected financial performance.
Drive projects through commissioning, punch-list completion, customer acceptance, documentation, and final closeout.
Ensure warranty obligations and post-construction issues are handled quickly and professionally.
Own technical scope on energy and electrical projects: scope development, savings analysis, constructability, and review of engineering and energy analysis.
Ensure installation, start-up, and commissioning meet manufacturer requirements and specifications, particularly for solar PV, battery storage, and energy-efficiency systems.
Financial Performance
Own construction profitability and gross-margin performance.
Review project budgets, labor forecasts, committed costs, cost-to-complete projections, and financial risks.
Hold project leaders accountable for accurate forecasting and timely reporting.
Monitor labor productivity, material usage, subcontractor performance, equipment costs, travel expenses, and project overhead.
Partner with finance on work-in-progress reporting, billing, cash-flow forecasting, retainage, and collections.
Ensure change orders are identified, documented, priced, submitted, approved, and billed promptly.
Prevent unapproved work from becoming unrecoverable cost.
Review project financial performance regularly and take corrective action when actual costs begin to exceed the plan.
Participate in contract reviews, commercial negotiations, claims management, and dispute resolution when required.
Support estimating and preconstruction by providing accurate production data and lessons learned from completed projects.
People and Organizational Development
Recruit, develop, and retain high-performing construction leaders.
Establish clear expectations and measurable performance standards for every construction leadership role.
Coach project managers, superintendents, foremen, and emerging leaders.
Conduct regular performance reviews and address low performance directly and promptly.
Build succession plans for critical positions.
Create career paths that allow strong field employees to grow into leadership roles.
Assess staffing levels against backlog and develop hiring plans before capacity becomes a constraint.
Establish a culture where leaders communicate early, own outcomes, and solve problems instead of hiding them.
Partner with human resources on hiring, onboarding, compensation, performance management, and employee relations.
Safety and Risk Management
Set the expectation that no schedule or financial objective takes priority over safe execution.
Partner with safety leadership to develop and enforce company safety policies, training requirements, documentation, and field standards.
Ensure project-specific safety plans are in place before work begins.
Review incidents, near misses, corrective actions, and leading safety indicators.
Conduct or require regular field audits and project leadership visits.
Ensure subcontractors meet Facility Innovations Group's safety, insurance, licensing, and compliance requirements.
Maintain compliance with OSHA requirements, customer standards, applicable codes, and state and local regulations.
Stop work when conditions are unsafe or the project is not properly prepared.
Reduce operational exposure through disciplined documentation, contract compliance, and early risk identification.
Quality Control
Establish consistent quality standards across all projects and locations.
Ensure teams are working from current, approved plans and specifications.
Implement inspection, testing, commissioning, and quality-control processes.
Track rework, callbacks, punch-list items, and warranty issues.
Identify recurring quality problems and correct the underlying process rather than treating each issue as an isolated event.
Ensure project documentation, photographs, testing records, as-built drawings, and closeout packages are complete and accurate.
Protect the company's reputation by refusing to accept incomplete or below-standard work.
Customer and Partner Management
Serve as the executive construction contact for major customers and strategic project partners.
Build trust through honest reporting, disciplined execution, and early communication.
Participate in customer kickoff meetings, executive project reviews, escalation meetings, and closeout discussions.
Ensure customer concerns are assigned, tracked, and resolved.
Maintain strong working relationships with general contractors, subcontractors, vendors, utilities, inspectors, engineering partners, and permitting authorities.
Support business development by demonstrating Facility Innovations Group's construction capabilities and delivery discipline.
Protect long-term customer relationships while also protecting the company's contractual and financial position.
Systems and Process Improvement
Standardize the company's construction operating system across projects and regions.
Establish repeatable processes for project turnover, mobilization, scheduling, procurement, field reporting, change management, billing, closeout, and warranty work.
Improve the quality and consistency of daily reports, project dashboards, forecasts, and executive reporting.
Use operational data to identify productivity trends, recurring problems, and opportunities for improvement.
Ensure construction technology is being used consistently and accurately.
Create systems that allow the company to scale without becoming dependent on individual knowledge or informal communication.
Lead post-project reviews and incorporate lessons learned into future estimating, planning, and execution.
Decision-Making Authority
The Vice President of Construction will have authority to:
Assign and reallocate construction resources.
Establish construction processes and performance expectations.
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