VP of Construction

Austin texas, United States | Posted on 09/10/2026

Facility Innovations Group is a national construction and energy infrastructure company delivering electrical, renewable energy, energy-efficiency, and facility improvement projects for commercial and industrial clients. Our work includes complex, multi-location programs that require disciplined planning, strong field leadership, clear customer communication, and consistent execution across multiple states.

We are building a construction organization capable of delivering significant national growth without sacrificing safety, quality, accountability, or profitability.

Position Summary

The Vice President of Construction is responsible for turning contracted work into safe, well-executed, profitable projects.

This executive owns construction operations from project turnover through final completion and closeout. The role leads project management, field operations, superintendents, foremen, internal crews, subcontractors, construction support, and resource planning.

The Vice President of Construction must be able to see the entire portfolio while still understanding what is happening on individual job sites. This is not a desk-only leadership position. The right person will establish systems, hold leaders accountable, remove roadblocks, develop people, and step directly into projects when execution begins to drift.

Current projects are heavily weighted toward commercial solar PV systems, with additional work in battery storage, generators, energy-efficiency measures (MEP systems, lighting, building automation), and carbon-reduction initiatives, alongside the company's broader electrical and facility-improvement portfolio.

Success will be measured by predictable delivery: projects completed safely, on schedule, within budget, at the required quality, and with the expected margin.

Primary Responsibilities

• Lead all construction operations across the company's national project portfolio.
• Own the performance of project managers, superintendents, foremen, field crews, subcontractors, and construction support personnel.
• Build an organizational structure that supports the company's current backlog and future growth.
• Establish clear ownership, decision-making authority, escalation paths, and accountability throughout the construction organization.
• Develop a consistent operating cadence that includes project reviews, schedule reviews, financial reviews, staffing discussions, safety reporting, and risk escalation.
• Provide the CEO and executive team with direct, accurate reporting on construction performance.
• Identify problems early and create clear recovery plans before they affect the customer, schedule, or project margin.

Project and Portfolio Execution

• Oversee the handoff of projects from sales, estimating, preconstruction, engineering, and procurement into construction.
• Confirm that each project is ready to build before mobilization, including approved drawings, permits, materials, labor, equipment, subcontractors, site access, and customer requirements.
• Maintain visibility into the master construction schedule across all active and upcoming projects.
• Balance labor, equipment, subcontractors, and leadership resources across multiple simultaneous projects.
• Lead execution of multi-site and geographically distributed construction programs.
• Ensure project teams have clear budgets, schedules, scopes, milestones, staffing plans, and communication expectations.
• Remove operational constraints that prevent teams from meeting project commitments.
• Establish recovery plans for projects that fall behind schedule or below expected financial performance.
• Drive projects through commissioning, punch-list completion, customer acceptance, documentation, and final closeout.
• Ensure warranty obligations and post-construction issues are handled quickly and professionally.
• Own technical scope on energy and electrical projects: scope development, savings analysis, constructability, and review of engineering and energy analysis.
• Ensure installation, start‑up, and commissioning meet manufacturer requirements and specifications, particularly for solar PV, battery storage, and energy‑efficiency systems.
• Own construction profitability and gross‑margin performance.
• Review project budgets, labor forecasts, committed costs, cost‑to‑complete projections, and financial risks.
• Hold project leaders accountable for accurate forecasting and timely reporting.
• Monitor labor productivity, material usage, subcontractor performance, equipment costs, travel expenses, and project overhead.
• Partner with finance on work‑in‑progress reporting, billing, cash‑flow forecasting, retainage, and collections.
• Ensure change orders are identified, documented, priced, submitted, approved, and billed promptly.
• Prevent unapproved work from becoming unrecoverable cost.
• Review project financial performance regularly and take corrective action when actual costs begin to exceed the plan.
• Participate in contract reviews, commercial negotiations, claims management, and dispute resolution when required.
• Support estimating and preconstruction by providing accurate production data and lessons learned from completed projects.

People and Organizational Development

• Recruit, develop, and retain high-performing construction leaders.
• Establish clear expectations and measurable performance standards for every construction leadership role.
• Coach project managers, superintendents, foremen, and emerging leaders.
• Conduct regular performance reviews and address low performance directly and promptly.
• Build succession plans for critical positions.
• Create career paths that allow strong field employees to grow into leadership roles.
• Assess staffing levels against backlog and develop hiring plans before capacity becomes a constraint.
• Establish a culture where leaders communicate early, own outcomes, and solve problems instead of hiding them.
• Partner with human resources on hiring, onboarding, compensation, performance management, and employee relations.

Safety and Risk Management

• Set the expectation that no schedule or financial objective takes priority over safe execution.
• Partner with safety leadership to develop and enforce company safety policies, training requirements, documentation, and field standards.
• Ensure project-specific safety plans are in place before work begins.
• Review incidents, near misses, corrective actions, and leading safety indicators.
• Conduct or require regular field audits and project leadership visits.
• Ensure subcontractors meet Facility Innovations Group's safety, insurance, licensing, and compliance requirements.
• Maintain compliance with OSHA requirements, customer standards, applicable codes, and state and local regulations.
• Stop work when conditions are unsafe or the project is not properly prepared.
• Reduce operational exposure through disciplined documentation, contract compliance, and early risk identification.

Quality Control

• Establish consistent quality standards across all projects and locations.
• Ensure teams are working from current, approved plans and specifications.
• Implement inspection, testing, commissioning, and quality-control processes.
• Track rework, callbacks, punch-list items, and warranty issues.
• Identify recurring quality problems and correct the underlying process rather than treating each issue as an isolated event.
• Ensure project documentation, photographs, testing records, as‑built drawings, and closeout packages are complete and accurate.
• Protect the company's reputation by refusing to accept incomplete or below‑standard work.

Customer and Partner Management

• Serve as the executive construction contact for major customers and strategic project partners.
• Build trust through honest reporting, disciplined execution, and early communication.
• Participate in customer kickoff meetings, executive project reviews, escalation meetings, and closeout discussions.
• Ensure customer concerns are assigned, tracked, and resolved.
• Maintain strong working relationships with general contractors, subcontractors, vendors, utilities, inspectors, engineering partners, and permitting authorities.
• Support business development by demonstrating Facility Innovations Group's construction capabilities and delivery discipline.
• Protect long‑term customer relationships while also protecting the company's contractual and financial position.

Systems and Process Improvement

• Standardize the company's construction operating system across projects and regions.
• Establish repeatable processes for project turnover, mobilization, scheduling, procurement, field reporting, change management, billing, closeout, and warranty work.
• Improve the quality and consistency of daily reports, project dashboards, forecasts, and executive reporting.
• Use operational data to identify productivity trends, recurring problems, and opportunities for improvement. Ensure construction technology is being used consistently and accurately.
• Create systems that allow the company to scale without becoming dependent on individual knowledge or informal communication.
• Lead post‑project reviews and incorporate lessons learned into future estimating, planning, and execution.

Decision‑Making Authority

The Vice President of Construction will have authority to:

• Assign and reallocate construction resources.
• Establish construction processes and performance expectations.
• Recommend hiring, promotion, compensation changes, disciplinary action, and termination within the construction organization.
• Approve subcontractor selection within established financial authority.
• Stop unsafe or noncompliant work.
• Require corrective action or project recovery plans.
• Escalate commercial, contractual, financial, or customer risks to executive leadership.
• Make operational decisions necessary to protect safety, schedule, quality, customer relationships, and project profitability.

Performance Measures

Performance will be evaluated using clear operational results, including:

• Safety performance and incident reduction.
• Projects completed on or ahead of schedule.
• Gross margin compared with the original budget and current forecast.
• Labor productivity and utilization.
• Forecast accuracy.
• Change‑order identification, approval, and recovery.
• Rework, callbacks, and warranty costs.
• Billing timeliness, cash collection, and closeout speed.
• Customer satisfaction and repeat business.
• Employee retention, leadership development, and succession readiness.
• Consistency of reporting and accountability across the construction organization.
• Ability to deliver increased backlog without a decline in safety, quality, or financial performance.

Requirements

Qualifications

• At least 12 years of progressive construction experience, including significant leadership responsibility.
• At least five years leading multiple project teams, regions, business units, or a substantial construction portfolio.
• Experience managing large, complex, multi‑site, or geographically distributed construction programs.
• Strong understanding of electrical construction, renewable energy, distributed energy, facility infrastructure, or related commercial and industrial work.
• Demonstrated responsibility for project profitability, forecasting, scheduling, staffing, and operational performance.
• Experience managing project managers, superintendents, foremen, field crews, and subcontractors.
• Strong understanding of construction contracts, change orders, claims, billing, retainage, insurance, bonding, and risk management.
• Working knowledge of OSHA requirements, construction safety programs, quality‑control systems, and regulatory compliance.
• Experience building teams, implementing systems, and scaling a construction organization.
• Ability to review construction drawings, scopes of work, schedules, budgets, contracts, and project financial reports.
• Ability to review electrical, structural, and mechanical engineering work across typical energy project scope types.
• Experience in complex energy projects — commercial‑industrial solar PV, microgrids, battery energy storage, power generation, or combined heat and power — is a strong plus.
• State Professional Engineer (PE) license and OSHA 10 certification preferred.
• Strong executive communication and customer‑management skills.
• Willingness and ability to travel regularly to project locations.
• Bachelor's degree in construction management, engineering (BSME/BSEE), business, or a related discipline preferred. Equivalent field and executive construction experience will be considered.

Leadership Characteristics

The right person for this role:

• Takes ownership without waiting to be told what to do.
• Communicates bad news early.
• Holds people accountable without creating unnecessary drama.
• Understands both field execution and project financials.
• Can move between executive strategy and job‑site reality.
• Builds systems rather than becoming the system.
• Respects field employees and understands what it takes to perform construction work.
• Does not confuse activity with progress.
• Maintains composure when projects become difficult.
• Protects the company while still treating customers, employees, and partners fairly.
• Sets a high standard and demonstrates it personally.

What Success Looks Like

Within the first year, the Vice President of Construction will have established a construction organization that can clearly answer five questions at any time:

1. Are our people working safely?

2. Are our projects on schedule?

3. Are we protecting the expected margin?

4. What could prevent us from meeting our commitments?

5. Who owns the next action?

The result should be a more predictable construction business, stronger field leadership, better customer communication, accurate financial forecasting, faster problem resolution, and a team that can support Facility Innovations Group's continued national growth.

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