About Suffolk
Suffolk is a national enterprise that builds, innovates and invests. Suffolk is an end-to-end business that provides value throughout the entire project lifecycle by leveraging its core construction management services with vertical service lines that include real estate capital investment, design, self-perform construction services, technology start-up investment (Suffolk Technologies) and innovation research/development.
Suffolk – America’s Contractor – is a national company with more than $5.0 billion in annual revenue, 2,600 employees, and main offices in Boston (headquarters), New York City, Miami, West Palm Beach, Tampa, Estero, Dallas, Los Angeles, San Francisco, and San Diego. Suffolk manages some of the most complex, sophisticated projects in the country, serving clients in every major industry sector, including healthcare, life sciences, education, gaming, transportation/aviation, government, mission critical and commercial. Suffolk is privately held and is led by founder, chairman and CEO John Fish. Suffolk is ranked #8 on ENR’s list of “Top CM-at-Risk Contractors.” For more information, visit www.suffolk.com and follow Suffolk on Facebook, Twitter, LinkedIn, YouTube, and Instagram.
The Role
Suffolk is seeking people who are bold. Curious. Innovative. Caring. Looking for the career opportunity of a lifetime. We’ll challenge and inspire you to be your very best. We’ll embrace what makes you unique and lift you up as you take chances. Here, you’ll find a place where you can act with purpose and integrity, bringing intelligence and grit to every aspect of your job. Join us for the chance to achieve your ambitions and build your legacy.
The Senior Project Manager is responsible for all project administration including all contractual requirements, agreements with trade partners, purchase orders, and risk management. This individual also manages general work performance and quality, and overall team progress against the project plan.
Responsibilities
Budget Updates:
- Produce thorough forecast of Cost-to-Complete which drills down to identify potential exposures
- Coordinate the use of Oracle with Expedition to readily identify exposures
- Require the project team to track costs of field directives and back charges for forecasting purposes
- Create detailed analysis of line-item exposures, particularly unit price contracts
- Follow the Forecasting Calendar for on-time completion of forecasts
- Teach the Standard Operating Procedures for budget updating to others
Change Order Management:
- Require the project team to fully utilize Expedition to track all Proposed Change Order (PCO) items including in-scope and out-of-scope
- Provide the Owner with up-to-date status reports relating to Changes
- Require the project team to produce a monthly Owner Change Order (OCO) to prevent aging of PCO issues which further allows for timely closure of Changes with Subcontractors
- Work to recover all legitimate GC costs relating to Owner Changes
- Track the status of all Contract Allowances in Expedition and submits Change Order Requests (COR) when an over-run is likely
- Require the project team to track all field directives and back charges in Expedition for timely processing on a monthly basis, i.e. composite clean-up, hoisting time, etc.
Project Close Out:
- Establish an effective Close-out Plan early in the project which includes the early collection, review, and packaging of Contract close-out documents
- Implement the use of the Noncompliance Reporting System
- Require the team to utilize the Work list System to organize and manage the completion of phases of the work
- Utilize the Completion-Compliance-Quality Form (CCQ) process for close-out
Owner/Sub Requisition Process:
- Require the project team to have the completed pay requisitions approved by the Owner no later than the 1st of each month
- Produce an effective Schedule of Values
- Establish a regimented process for the collection of payments no later than 30 days and subsequent efficient system for the payment to Subcontractors
- Review the Hold Reports before payment is due to allow for timely handling of deficiency issues and payment to Subcontractors/Vendors
Cash Management:
- Consistently manage the cash flow of the Project to maintain a fiscally responsible position for SCCI
- Produce an effective Schedule of Values which supports a strong cash flow position
- Review each Subcontractors initial Schedule of Values to prevent overpayment
- Review Sub/Vendor requisitions to prevent payment of unsigned or unfunded Change Orders
- Produce and update the cash model for the Owner to prevent surprises
- Produce an accurate percent complete projection to support the SCCI financial management process
Meeting Management:
- Establishes a meeting regiment for the Project Team which provides for effective communication and problem solving
- Follow the SOP for focused meetings such as PM/PE, OAC's, subcontractor meetings, coordination meetings, Precon Sessions, etc.
Contract Logs:
- Require the Project Team to assemble and maintain the Project Logs (Cash Management, Change Management, Noncompliance, Buy-Schedule, Contracts, Procurement, Submittals, RFI's, Safety, Hold Reports, Construction Schedule, Work lists) and periodically review for accuracy
- Conduct focus meetings once per month to review the maintenance of those logs and drills down to identify potential exposures and issues
Subcontractor Relationships:
- Establish a "Firm but Fair" approach to building relationships with Subcontractors
- Promote an environment of organization and professionalism with Subcontractors
- Address issues immediately with a non-performing Subcontractor to protect SCCI from resulting delay and potential impact
Exhibit B Purchasing Process:
- Work with the Project Team, including Superintendents and Estimators, to consistently produce clear, thorough, and accurate Scopes of Work based on drilled down review of documents
- Organize and administer a well-planned purchasing process to prevent the "Just in time" purchase of materials
- Understand the priority of timely buy-out and gather the resources to meet the buy schedule
Schedule Management:
- Provide leadership with the Superintendent to produce a clear, thorough, and accurate baseline Contract Schedule which rarely requires changes to the original logic
- Track events, impacts, and changes in the schedule to allow for the management and prevention of delays
- Lead the Project Team to focus on critical path matters to prevent non-excusable delays
- Manage and distribute organized and efficient Monthly Updating Process in accordance with the SCCI SOP
- Provide the Owner with written monthly updates of the Contract Schedule in accordance with the requirements of the Contract
- Take decisive action with subcontractors that are impacting the schedule
- Produce buy-out and procurement schedule and assist with writing monthly schedule narrative in conjunction with the Scheduling team
Risk Management:
- Complete the buy-out process in a manner which permits the timely flow of work, prevents budget issues, contract executions, bonds, insurance, etc.
- Write timely notices to Owner and Subcontractors
- Secure CCD authorizations before proceeding with Changes
- Take immediate action when a non-performing Subcontractor is likely to cause impact to the Project
- Work to complete the submittal and coordination process no later than 180 days
- Teaches a risk management regiment to others on the project team
Owner Relationship:
- Work to establish a trusting and professional relationship with the Owner
- Focus on keeping the Owner well informed of important matters to prevent surprises
- Work to secure a strong letter of recommendation from the Owner for SCCI
Quality Management:
- Provide leadership in the utilization of the Quality Management Program on the project, which outlines quality expectations
- Participate with the project team to institute the use of First Delivery and Quality Benchmark Inspections as the work progresses
- Implement the use of the Nonconformance Reporting System to track and manage deficiencies in the work
- Require the use of mock-ups to establish the quality expectations as defined in the Quality Management Program
Qualifications
- Bachelor’s degree in applicable discipline and a minimum of 10 years of experience relative to project size and scope
- Excellent business judgment demonstrated by consistently achieving profitability objectives and strong project close-outs with client and subcontractor relationships in good standing
- Ability to consistently analyze and execute financial trade-offs which frequently involve dealing with incomplete data and ambiguity
- Ability to constantly multi-task and handle competing priorities between Suffolk business needs, organizational issues, and sound customer relations
- Excellent problem-solving skills and the ability to confidently and decisively take action
- Team leader with excellent diplomatic and communication skills, able to handle and resolve conflicts effectively in a firm but fair manner
- Candidate must possess Suffolk’s Core Values: Passion, Integrity, Hard Work, Professionalism, and Caring
Our good faith estimate of the compensation range for this opportunity is a base salary of $160,000 - $210,000 if based in the Los Angeles market. Individual pay decisions will vary based upon the experience and qualifications of the applicant. This range is based upon Los Angeles market rates and determined by considering many factors such as external market salary survey data, internal data for comparable roles, and the operational and budgetary objectives of the company. Suffolk also offers a comprehensive benefits package as part of its overall compensation strategy.
