Job Description
Job Description
Director of Construction Operations
Commercial Retail / Program Work (3rd-Party Construction + Facilities Management)
Location: Omaha, NE (HQ-based)
Travel: 30–40% (multi-site retail)
Company Snapshot
We're a 30-year leader in facility maintenance and management services across the U.S. Known for speed, quality, and customer service, we're scaling a dedicated Construction Division focused on commercial retail remodels (TI), refreshes, and standardized rollouts across many locations.
This is a build-and-lead role inside an established company. The 2026 pipeline is already strong (50+ projects queued and growing), with most projects in the $25K–$250K range and occasional larger work up to $1.5M.
The Role
The Director of Construction Operations owns execution across a high-volume, multi-site portfolio and helps build the division's operating model as it scales.
This role is built for someone with 3rd-party construction / facilities program experience. You'll be managing a nuanced stakeholder mix: internal project teams, subcontractors, corporate client leadership, and individual site/retail GMs. That relationship management component is a big part of winning.
You're not just leading PMs and supers. You're directing the full delivery ecosystem—subs, vendors, client leadership, and field/site stakeholders—while helping the COO evolve the model from sub-heavy toward a stronger self-perform team over time.
What You'll Own
Portfolio execution + client delivery
- Lead execution across multi-site retail refresh/remodel and program rollouts (fast turn, repeatable scopes)
- Run multiple concurrent projects with tight schedules, clean handoffs, and consistent field standards
- Own client communication across corporate stakeholders and site-level leaders (store/retail GMs)
- Drive project outcomes: schedule, cost control, quality, safety, and customer experience
Operating rhythm + systems
- Build the division operating cadence: forecasting, scheduling standards, QC checkpoints, reporting, and escalation paths
- Create repeatable playbooks for program work (scope templates, production sequencing, closeout standards)
- Tighten performance visibility: job costing, labor plans, subcontractor performance, change control, margin
Team leadership + division build
- Lead and develop PMs, supers, and field leaders; set clear expectations and accountability
- Manage subcontractor network performance (coverage, quality, pricing, responsiveness)
- Partner with COO to grow self-perform capacity: org design, hiring plan, field structure, and rollout by market
- Partner with Finance (COO/CFO) on budgets, forecasting, and scorecards
What We're Looking For (Must-Haves)
- 10+ years in commercial construction operations (retail preferred)
- 5+ years leading teams (managing leaders, running a function, scaling operations)
- Direct experience running high-volume, multi-site retail projects and/or standardized program rollouts
- Strong 3rd-party delivery lens: managing subs/vendors plus client leadership and site stakeholders
- Strong command of job costing, bid strategy, margin, and change management
- Clear communicator with real stakeholder range (corporate execs to store GMs to subs)
- Proficiency in tools like Procore, PlanGrid, Bluebeam (or equivalent)
- Bachelor's degree in Construction Management / Engineering (or comparable experience)
Not a fit if: your background is primarily in-house construction for one owner/operator with limited vendor/client complexity or limited multi-site program delivery.
Nice to Have
- Experience building or scaling a new division or service line inside a larger company
- Experience transitioning delivery from subcontractor-heavy to increased self-perform
- Facilities maintenance + construction crossover (work orders, refresh programs, national accounts)
What Success Looks Like
First 60–90 days
- Clear operating cadence (weekly rhythm, dashboards, escalation paths)
- Project forecasting that leadership trusts (schedule + margin + risk)
- Stabilized client communication across corporate + site stakeholders
- Subcontractor performance expectations set (and enforced)
6–12 months
- Predictable delivery across the portfolio with cleaner margins and fewer surprises
- Program playbooks running consistently across sites/markets
- Documented plan and early progress toward growing self-perform capacity
- A team that runs standards without constant firefighting
Why This Role
- Build a construction division inside a stable, nationwide platform
- High project volume already in queue with room to scale
- Real influence: operating model, team build, and how the division grows
We are an equal opportunity employer.