Construction Manager

Job Description

Job Description

LUCK GROVE TELECOM

Construction Manager (CM)

Job Description - Construction Operations & Field Delivery (Fiber / MDU / OSP / Multi-Site Deployment)

Role Snapshot

Job Title

Construction Manager (CM)

Department

Construction Operations

Reports To

Program Delivery Manager (PDM), Director of Construction Operations, or assigned construction leader

Direct Reports

Directly manages assigned field technicians, field coordinators, QC resources, crew leads, and other internal field staff, including staffing, onboarding, training, assignment, coaching, performance, and corrective action. Fully owns assigned vendor and subcontractor relationships from sourcing and qualification through onboarding, deployment, performance management, payment readiness, and offboarding or replacement.

Location

Field-forward and hybrid across project sites, vendor locations, property or municipal meetings, Luck Grove offices, and coordination meetings. Frequent travel throughout assigned NY / MA / regional markets.

Schedule

Full-time. Standard business hours with field-driven flexibility, frequent travel, and same-day availability during active construction. Overtime by prior approval.

Role Level

Construction operations manager for an assigned scope, geography, portfolio, or workstream. Partners with the PDM to build the integrated plan and owns the people, vendors, detailed field plan, and execution of assigned work from constructability and mobilization through field completion and turnover.

About the Role

Luck Grove delivers broadband and fiber construction across active portfolios that may include multi-dwelling unit (MDU) properties, inside-building fiber and low-voltage work, outside plant (OSP), backhaul and building feeds, fixed wireless, remediation, restoration, and closeout. The work is fast-moving, field-driven, and dependent on disciplined coordination across program delivery, engineering, materials, vendors, property management, municipalities, QC, and closeout.

The Construction Manager is the field-facing construction operations leader for an assigned scope, geography, portfolio, or workstream. The CM partners with the Program Delivery Manager to build a realistic integrated plan, providing the construction judgment and inputs the plan depends on: constructability, release conditions, production velocity, crew and vendor capacity, package duration, assignments, field constraints, and recovery options. The CM then owns execution on the ground from construction handoff through field completion and turnover.

The CM directly manages Luck Grove field resources and fully owns assigned vendor and subcontractor relationships. This includes building the resource plan; sourcing and qualifying vendors; onboarding and training internal and external teams; assigning work; directing daily execution; measuring performance; correcting failures; and replacing resources when necessary. The PDM owns integration of the broader program plan, client priorities, cross-functional dependencies, and program visibility. The CM owns the builders, the detailed field plan, and the construction results inside that plan.

This is a field-forward management role. The CM is expected to spend the majority of active construction time at sites, with field teams, vendors, properties, municipalities, or customers. Office and system work is required for planning, data review, people management, reporting, and coordination, but this is not primarily a desk-based project-management position.

Core ResponsibilitiesConstruction Planning, Constructability & Release

• Partner with the PDM to develop and maintain the construction plan; own the accuracy of assumptions for velocity, crew requirements, vendor capacity, package duration, geography, equipment, field risk, ramp, and forecast-to-complete.

• Participate in site walks, constructability reviews, build-method decisions, design and BOM reviews, permitting or access discussions, and production planning; identify practical conflicts before work reaches the field.

• Define and validate construction-specific release requirements, including scope clarity, usable design, materials and equipment, permits or access, vendor readiness, crew capability, safety controls, testing, and evidence expectations.

• Recommend release, hold, exception, assignment, schedule, parallel-work, recovery, or capacity actions based on field facts and execution risk.

• Continuously update planning assumptions using actual production, quality results, vendor performance, site conditions, and lessons from completed work.

Field Execution, Scheduling & Work-Package Ownership

• Own assigned construction packages from pre-mobilization through construction, correction, restoration, field completion, and turnover to QC, closeout, activation, or acceptance.

• Translate program priorities into the detailed daily and weekly field plan: who is working where, crew and equipment assignments, production targets, field coverage, inspections, next steps, and recovery actions.

• Maintain regular field presence, direct work through vendor supervisors and internal field leads, clear operational blockers, and reallocate resources within approved priorities when needed to protect delivery.

• Control mobilization, site logistics, work areas, access windows, staging, equipment, work-hour restrictions, and property or public impact for assigned work.

• Determine whether construction is truly field-complete; do not accept unsupported production, completion, or readiness claims.

Internal Field Team Management

• Directly manage assigned field technicians, field coordinators, QC resources, crew leads, and other internal field staff; maintain clear accountability for attendance, assignment, productivity, communication, quality, and follow-through.

• Build the internal field-resource plan with the PDM and leadership, including headcount needs, geographic coverage, skill mix, hiring priorities, and deployment requirements.

• Interview, select, onboard, train, coach, and develop field personnel; ensure each person understands construction standards, reporting, safety, stakeholder conduct, escalation, and evidence requirements.

• Set daily and weekly assignments, review performance and workload, provide timely feedback, and partner with HR or leadership on recognition, corrective action, or separation when required.

• Create repeatable field routines, tools, and training that allow internal resources to verify work, resolve routine issues, and provide reliable construction information without excessive supervision.

Vendor Lifecycle & Subcontractor Management