Senior Project Manager

Senior Project Manager

ID: 2026-10794

Job Location: US-RI-Providence Type: Regular Full-Time Category/Department: Project Management/Project Executive Overview Suffolk is a national enterprise that builds, innovates, and invests. We provide value across the entire project lifecycle through our core construction management services and complementary business lines in real estate investment, design, self-perform construction, and technology start‑up investment (Suffolk Technologies). By integrating data, artificial intelligence, and advanced technology through our Seamless Platform, we connect design, construction, and operations to deliver smarter, more predictable results and redefine how America builds. Suffolk - America's Contractor - is a national company with more than $8 billion in annual revenue, 3,000 employees, and 17 offices, including Boston (headquarters), New York City, Miami, West Palm Beach, Tampa, Estero, Dallas, Los Angeles, San Francisco, San Diego, Las Vegas, Herndon, U.S. Virgin Islands, and other key markets. Suffolk manages some of the most complex and transformative projects in the country, serving clients across healthcare, life sciences, education, gaming, aviation, transportation, government, mission critical, and commercial sectors. 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 Follow Suffolk on Facebook, Twitter, LinkedIn, YouTube, and Instagram. 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 submit 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. Teach close‑out process to other SCCI employees. 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 Subcontractor’s 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: Establish a meeting regimen 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. Manage all meetings by agenda and work to time limits. Contract Logs: Require the Project Team to assemble and maintain the Project Logs (Cash Management, Change Management, Noncompliance, Buy‑Schedule, Contracts, Procurement, Submittals, RFIs, 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 drill 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 a 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 the management and prevention of delays. Lead the Project Team to focus on critical path matters to prevent non‑excusable delays. Manage and distribute an 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. Teach 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. Team Leadership: Strive to create synergy and a teamwork atmosphere on the project. Lead by example by establishing the work ethic guidelines for the entire team and therefore establishes the boundaries and expectations. Organize periodic team events and training sessions to advance the SCCI strategy of "Train & Develop Our People". Act immediately when personal conflicts emerge among the team. Mentoring/Training: Oversee career and educational development of team personnel. Require the adherence of standard operation procedures and actively teach each process. 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. Excellent organizational skills and attention to detail evidenced by a strong command of all applicable contract and legal provisions. 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. Possess judgment to know when to appropriately elevate issues up the chain of command. The ability to manage and embrace change. Respond and adapt to new processes and new ways of looking at old problems. Strong sense of urgency and initiative. Able to quickly study and react to complex issues. 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. Working Conditions While performing the duties of this job, the employee is regularly required to sit for long periods of time; talk or hear; perform fine motor, hand and finger skills in the use of a keyboard, telephone, or writing. The employee is frequently required to stand; walk; and reach with arms and/or hands. Specific vision abilities include close vision, distance vision, depth perception and the ability to adjust focus. The employee will spend their time in an office environment with a quiet to moderate noise level. Job site walking. EEO Statement Suffolk provides equal employment opportunities to all employees and applicants for employment without regard to race, color, religion, sex, sexual orientation, pregnancy or maternity, national origin, citizenship, genetic information, disability, protected veteran, gender identity, age or any other status protected by law. This policy applies to recruiting, hiring, transfers, promotions, terminations, compensation, benefits, and all other terms and conditions of employment. Suffolk will not tolerate any unlawful discrimination toward, or harassment of, applicants or employees by anyone at Suffolk, or anyone working on behalf of Suffolk. Compensation Information The expected salary range for this position (Senior Project Manager) in CT is between $158,000 and $221,000 USD. This represents the typical salary range for this position and is just one component of Suffolk’s total compensation package. Actual salaries may be based on several factors including, but not limited to, skill set, experience, education and other qualifications. Suffolk offers a comprehensive benefits package as part of its overall compensation strategy. Salary ranges may differ by geography and are reviewed regularly to reflect market trends. #J-18808-Ljbffr Suffolk Construction