Project Manager

You're the person who opens a returned bid, sees the tile sub priced the tile but not the waterproofing, and calls them before lunch. You're the one who notices a sub invoice doesn't match the work order and codes it as a scope change instead of letting it ride. You send the Friday update on Friday, and clients read it because it tells them something. Maybe you've been the PM who also chased W-9s, ordered materials and ran the schedule because nobody else would. This job doesn't ask that of you. We're hiring a Project Manager for Duet Build, the general contractor inside Duet, our design-build group in Denver. You'll own the estimate, the budget and the client on custom homes and high-end renovations, from first pricing to the 11-month warranty walk. You report to the President. Why this role exists This fall we rewrote how Duet Build runs a project. We went line by line through every task from the first phone call to the last warranty walk, and we found the Project Manager seat carrying 62 percent of all of it. Work nobody reassigned landed on the PM by default. That's how good PMs burn out. So we fixed the structure before we hired. Every task now has one owner and a deadline. Our two Superintendents own the site, the schedule and the trades. Our Procurement and Estimating Manager owns bid packages, cost coding, sub paperwork, submittals and materials. Accounting owns invoicing and payables. The President owns contracts, sub selection and payment release. What's left is the work that needs a PM's judgment: what the job costs, where the money stands, and what the client hears. You're walking into active projects with a written process behind them, not a pile. How we run a project here: We don't make it up as we go. Here's the system you'd be running. One owner per line. A task with two names gets done by neither, so every line carries one seat. If it's yours, it's yours. A deadline on everything. Bids are due 15 business days after the scope goes out. OAC minutes go out within a business day. Warranty requests get a response within 24 hours. A request with no date isn't a request. The Friday update. Every client, every Friday, by end of day. What we finished this week, open items with an owner and a date, what changed, next week by day, and what we need from them. Completed means completed. Nothing in progress hides under that heading. Item numbers stick. A number on the OAC agenda follows that item into the minutes and the weekly update until it closes. Nothing closes silently. Slips get named. If a date moves, the client hears it from you the week it moves, with the reason. A slip the client finds on their own is a credibility problem. Page turns with Design and Forma. Build walks every Schematic Design, Design Development and Construction Documents package with our architecture and interior design teams. You see the drawings before they become a bid. JobTread is the record. Budget, schedule, daily logs, work orders, RFIs and submittals all live there. What you'll own, stage by stage: Our process runs in stages, and so does your work. This is the job, in the order a project moves. Estimating and pricing. After the internal kick-off, you review everything and return a written question list within five business days, and you research the city's permitting requirements. At each page turn with Design and Forma, you build the budget for that stage in JobTread, allowances included. When the Procurement and Estimating Manager hands you leveled bids, you price the estimate to our estimating guidelines and historical data, take it through QC, and bring it to the President for final approval. Pricing sits with you and the President. It doesn't move to the field or to procurement. Award. When the contract is signed, you move the job to Awarded in JobTread and send the project and contract to accounting for setup. Project setup. You send drawings, budget and contract to the Superintendent a week before the internal kick-off, and load t…

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