Director of Development

Position Summary The Director of Project Development sits at the intersection of pursuit, pricing, planning and delivery of Prime Integration Projects across a portfolio of sites. This role owns two distinct but linked outcomes: (1) the discipline and accuracy of how work is priced, planned and developed (2) the profit and loss performance of every project once it's deployed, through the Project Executives who carry P&L accountability. This role also owns the effective allocation of shared subject-matter-expert resources across a portfolio of concurrent projects, ensuring the right expert is on the right project at the right time. This is a role defined by outcomes: A launch team leveraging shared resources for consistency, speed, and certainty of outcome; sales that match the strategy; P&L results that match what was sold; processes that scale with the business. Position Details Portfolio P&L Performance Accountable for the aggregate profit and loss performance of every project under the Project Executives in their business unit. Owns early identification of any project trending off its sold margin and is accountable for intervention plans before erosion becomes irreversible. Accountable for the accuracy and honesty of monthly financial forecasts rolled up from Project Executives before they reach executive leadership. Pricing Integrity from Pursuit to Delivery Ensures estimates and proposals that are accurate, buildable, and consistent with how the company executes work. Accountable for a disciplined handoff between pricing and execution: no project should be awarded on assumptions that the delivery team wasn't part of validating. Accountable for closing the feedback loop — actual field performance and cost data must flow back into how future work is priced, or the same mistakes repeat. Resource Allocation Owns the allocation of Subject Matter Experts including Electrical, Connectivity, Mechanical, Scheduling, Procurement, Modular Component Management, Logistics & Storage across all active and pursuit-stage projects. Accountable for resolving resource conflicts between competing Project Executives — deploying shared experts based on portfolio priority, not politics or seniority. Accountable for capacity planning: knowing before it becomes a crisis when the shared resource pool is over-committed relative to the active pipeline, and escalating staffing needs early. Delivery Discipline Accountable for consistent application of the company's modular construction methodology across all projects — off-site manufacturing, sourcing and sequencing, factory-to-field logistics, and standardized component integration. Owns the coordination discipline between the subject matter experts ensuring modular component delivery schedules stay synchronized with on-site readiness — a late or mis-sequenced module is a portfolio problem, not just a project problem. Accountable for identifying where projects are deviating from standard modular playbooks and driving correction before deviation becomes cost or schedule risk. Project Executive Leadership & Accountability Accountable for the performance of every Project Executive in their organization — their P&L results, their client relationships, and their leadership of their own project teams. Owns the escalation and correction process when a Project Executive's project is underperforming, including direct intervention on the highest-risk projects. Accountable for developing Project Executives' ability to run P&L independently, reducing the need for direct intervention over time. Functional Manager Leadership Accountable for the technical standards, staffing, and output quality of the Connectivity Manager, Electrical Manager, Logistics Manager, and Product Manager as functional leaders — not just as individual contributors. Owns ensuring each functional manager's team of SMEs is developing bench strength and documented standards, not operating as tribal knowledge …

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