Project Manager

Project Manager

Sports Facilities Construction | Dublin, Ohio

Field Source builds athletic fields across Ohio. We're hiring a Project Manager to run those projects end to end — buyout through closeout, with the budget and the schedule in your name.

It's a narrower market than commercial sitework, and a more technical one. Tolerances get checked with a laser across five acres, the surface has to drain and play right for a decade, and the athletes and communities who use these fields notice immediately when it doesn't.

Field Source is a sports-facility design-build, construction, and renovation firm based in central Ohio. We build and rebuild the places people play — natural grass and synthetic turf fields, and everything underneath them: earthwork, drainage, irrigation, lighting, and spectator amenities.

Our clients are school districts, parks and recreation agencies, universities, and sports organizations. We deliver as a design-builder, general contractor, construction manager, or specialty contractor with self-performing crews — whichever gets the client the best outcome. We hold the turfgrass expertise most contractors have to hire out for, and we hold the construction capability most consultants don't have at all.

Our culture is hands-on, collaborative, and low-ego. We're known in this region for being detail-oriented, responsive, and willing to get out on the field to make sure the work is done the right way.

The Role

You own the project. Budget, schedule, quality, safety, and the client relationship — from the estimating handoff through closeout and warranty.

That means you buy out the work, hold the number, drive the schedule, administer the contract, and hold subcontractors to it. You have line authority over the Superintendents and Foremen on your jobs, and explicit stop-work authority on any operation that isn't safe. You report to the Principal.

This is a construction delivery role, not an advisory one. If you like being the person the client calls and the person the field team looks to, this is that seat.

You will not be managing one job at arm's length. You'll run several concurrently, in different delivery models, on a seasonal clock that doesn't negotiate — the athletic calendar sets the finish date, and grow-in windows don't move because a submittal was late.

What Makes This Different

• You'll actually learn the product. Most construction PMs move dirt without ever understanding why the drainage layer matters or what a GMAX number means. Here, subgrade tolerance and infill depth are the job. We'll teach you the agronomy if you bring the construction.
• The work is visible and it lasts. You drive past your projects on Friday nights. There aren't many construction careers where the finished product has a crowd in it.
• You have room to shape the company. We're building the systems now — cost reporting, buyout process, QA/QC standards, closeout templates. You'll help write them, not inherit somebody else's binder.
• The bench is real. In-house design, survey, and GPS/machine control staff, plus self-perform crews. You're not brokering every scope to a sub and hoping.
• Small firm, direct line. You report to the Principal. Decisions take a conversation, not a committee.

The Game Plan / Prepare To Play™ Standard

"Game Plan / Prepare To Play" is how we deliver. It's the thing we'll hold you to, and the thing we'll back you on. Five commitments:

• 1. Nothing starts without a plan. Scope, budget, schedule, logistics, and risks are worked out before mobilization — not discovered in week three. Buyout is complete before crews roll.
• 2. The number is the number. We tell clients and each other the truth about cost and schedule, early, including when it's bad news. A budget problem raised in May is a decision. The same problem raised in August is an excuse.
• 3. No surprises. The client hears it from us before they hear it from anyone else — especially when an athletic season or facility access is affected.
• 4. The standard is set by the athletes and communities who use the fields, not the spec book. Passing an inspection is the floor. The standard is a surface that's safe, plays right, drains right, and holds up for its full service life — judged by the people on it, not the punch list.
• 5. We finish the last 5%. Punch list, as-builts, O&M manuals, warranties, owner training, and final reconciliation get the same energy as the groundbreaking. Most contractors disappear at 95%. That's where we earn the next project.

What You'll Own

Preconstruction & Buyout

• Take the handoff from estimating — validate quantities, assumptions, and the margin set at award, and document any variance before work begins.
• Build the project execution plan: delivery method, phasing, site logistics, procurement strategy, and self-perform versus subcontract decisions.
• Solicit, level, and award subcontracts and purchase orders; close scope gaps before award, not after.
• Release long-lead procurement — turf systems, drainage, irrigation, lighting, and site furnishings — in time to protect the schedule.

Budget, Cost & Cash

• Hold the cost-loaded budget from buyout through completion.
• Track committed cost, cost-to-complete, and projected final margin monthly; catch erosion early and act on it.
• Produce work-in-progress and forecast-at-completion reporting for the Principal.
• Prepare pay applications with lien waivers and certified payroll; approve subcontractor and supplier invoices against work in place.

Schedule

• Build and own the baseline schedule at award and maintain it through closeout.
• Run the three-week look-ahead process with your Superintendents and Foremen.
• Sequence earthwork, base, surfacing, and grow-in around Ohio weather and athletic calendars.
• Document delay and impact contemporaneously; pursue time extensions where warranted.

Contract, Risk & Safety

• Administer the prime contract — AIA and owner-form agreements, general conditions, submittals, and RFIs.
• Identify, price, and submit changes promptly; secure written authorization before performing extra work.
• Manage insurance and bonding: subcontractor COIs and additional-insured endorsements, builder's risk, and payment and performance bonds.
• Comply with Ohio lien and notice law and public procurement obligations, including prevailing wage and certified payroll.
• Own project-specific safety planning and hold subcontractors to their programs — with the authority and the obligation to stop work when a condition isn't safe.

Field, Quality & Closeout

• Verify installed work against plans, specs, and manufacturer requirements — subgrade and base tolerances, drainage, irrigation, and turf systems.
• Coordinate laser grade verification, planarity and permeability testing, compaction and proof-roll, and third-party inspection.
• Work with in-house survey and machine-control staff on layout, grades, and as-builts.
• Drive substantial and final completion, closeout documentation, owner training, warranty callbacks, and final margin reconciliation.

Clients

• Serve as the primary contact for district administrators, athletic directors, parks staff, facility managers, boards, and committees.
• Run preconstruction, progress, and closeout meetings; issue minutes and drive action items to resolution.
• Identify follow-on and capital planning opportunities within your client base, and support estimating and interview presentations.

What You Bring

Required

• 5+ years managing site, civil, or sports facility construction — budget and cost control, scheduling, contract and change management, subcontractor buyout, and field quality assurance.
• Ability to read and interpret civil site plans, grading and drainage plans, and technical specifications.
• Working knowledge of sitework fundamentals: earthwork, subgrade preparation, aggregate base, subsurface drainage, and irrigation.
• Working