Construction Manager

Most construction managers run five jobs and call it busy. You are going to run 65 to 85 at once. Before you keep reading, you need to know this is not for everyone. The situation We buy houses, renovate them, and sell them. At volume. Right now one of our local divisions has a renovation pipeline carries 65 to 85 active properties at any given time. Eight to twelve new jobs start every week. Eight to twelve finish every week. That rhythm does not slow down, and it is only going to get bigger. This is high-volume remodeling. It is not truly custom construction but high quality craftsmanship matters. Nobody here is agonizing over tile layouts for three weeks. Speed, price, and quality are what win. We have a Construction Project Manager, a Junior Project Manager, and a Construction Coordinator. They are great. What we do not have is one person who owns the whole thing. That is the seat. Deep, hands-on residential construction knowledge required. Leadership experience required. This is not a role you can learn on the job. Who this is for You know residential construction inside and out. Foundations, framing, roofs, mechanicals, plumbing, electrical, water intrusion. Not from a textbook. From doing it. When your team hits something they have never seen before, you are the answer. Same day. Not "let me get back to you." You know what things actually cost. That is the difference between a good construction manager and an expensive one. You can look at a bid and know in ten seconds whether you are getting worked. Then you pick up the phone and fix it. You call BS on pricing before it ever hits a budget, and you do it without torching the relationship. You are a vendor builder. You are never dependent on one guy for any trade, because the day that guy knows he is your only option is the day your costs go up and your timelines slip. You are always onboarding. Always vetting. Always building the bench. You lead people, not just projects. You assign work based on who can actually handle it. You rebalance when one person is drowning and another has room. You coach in the moment instead of saving it for a review. And you hold the standard, because the pipeline only moves as fast as the slowest person you are willing to tolerate. You know when to step in and when to stay out. You do not micromanage a coordinator through a paint punch list. But when a job fails inspection, or something got missed, or the work came back wrong, you go handle it personally and you make it right without blowing the budget and the timeline. You move fast. Every delay is something you solve today, not something you report on Friday. You are organized at volume. Eighty-five properties will not fit in your head. You live in the CRM, the management software, and the spreadsheets, and you keep them clean, because at this volume the thing you forgot to write down is the thing that costs you. You surface problems early. Budget overruns, timeline slips, vendor issues. We hear it from you before it becomes a surprise. And you own it. All of it. If the team misses, you do not explain why they missed. You explain why you are fixing it. What you'll own The full renovation pipeline. Every active property. Every start. Every finish. Eight to twelve jobs started and eight to twelve completed every single week, without the wheels coming off. Ninety percent or better of jobs delivered on or ahead of timeline. Ninety-five percent or better delivered on budget. Every new job is assigned, to the right owner, with vendor, budget, and timeline locked on day one. Zero jobs sitting idle more than 48 hours with no owner and no next action. Every bid over our baseline cost sheet is challenged before it gets approved. Nothing gets paid at a number you have not personally sanity-checked. A vendor list that grows every month across every trade, with work continuously shifted toward the best performers on cost, quality, and reliability. The final technical call on how anything gets fixed. A weekly pipeline report leadership can actually run the business off of: started, completed, at risk, budget variance, vendor performance. And the systems to push this past 85 properties without speed, price, or quality dropping. Cost per job and cycle time per job going down quarter over quarter, not up. Who this is not for Anyone who wants to build one beautiful house at a time and move slowly. Anyone whose construction experience is theoretical instead of operational. Anyone who lets a contractor's price go through because pushing back feels uncomfortable. Anyone who needs a slower pace to do their best work. Anyone who has to think about it. The right person already knows. Our LET'S GO core values We hire and operate by these. If they resonate, you'll fit here. Learning. We are relentlessly curious and never finished growing. Empathy. We lead with understanding for our clients, our colleagues, and our community. Tenacity. We don't stop. We don't quit. We find a way. Staying Positive. The environment we create is a choice we make every day. Generosity. We give our time, our knowledge, and our energy without keeping score. Owning It. We take radical responsibility. No excuses. No deflection. Just results. What you get A pipeline already running at volume. You are not waiting on deal flow to get started. A team already in place to lead, and the authority to structure it the way it needs to be structured. The chance to build a construction department that scales, inside one of the most recognized real estate brands in the country. And a scoreboard you can see every week. Jobs started. Jobs finished. On time. On budget. You will always know exactly how you are doing. #J-18808-Ljbffr Kris Lindahl Real Estate