Construction Project Manager

Luck Grove Telecom Inc•Worcester, MA

10d•$70,000 - $90,000•Hybrid

About The Position

Luck Grove delivers broadband and fiber construction across multiple active portfolios, including multi-dwelling unit (MDU) properties, inside-building fiber, OSP segments, backhaul and building-feed work, fixed wireless links, remediation packages, vendor work packages, and closeout. The environment is live, fast-moving, client-facing, and dependent on tight coordination across construction, engineering, materials, vendors, property management, QC, closeout, reporting, and commercial controls. The Construction Program Manager owns delivery of the assigned portfolio; leading the construction managers, coordinators, and support staff on the team, directing the vendors and subcontractors who perform the work, and serving as the primary day-to-day point of contact for the client. The CPM is accountable for keeping work moving and for the outcome: schedule, budget, quality, and clean closeout. The CPM runs a disciplined program: planning the work, sequencing it, releasing it to the field when it’s ready, tracking it through construction and QC, and driving it to client acceptance and payment readiness. They make the operational and schedule decisions the project needs day to day, recommend on commercial matters, and escalate what belongs with Luck Grove leadership. The role suits a construction leader who can run a complex, multi-site program with control and clarity.

Requirements

5+ years in construction project/program management, construction operations, telecom/fiber construction, utility construction, infrastructure deployment, or related multi-site construction delivery, with clear accountability for delivering projects or portfolios to schedule, budget, and quality.
Demonstrated experience leading a delivery team; construction managers, coordinators, and/or support staff - and directing subcontractors and vendors to performance, reporting, and closeout standards.
Track record of owning the day-to-day client relationship on a project or portfolio: status, commitments, problem escalation, and difficult conversations.
Comfortable making operational and schedule decisions under pressure and standing behind them; sound judgment on what to decide, what to recommend, and what to escalate.
Demonstrated experience managing schedules, action logs, blockers, vendors, materials, field dependencies, and reporting across multiple concurrent workstreams.
Strong construction awareness: understands how design, materials, access, crew availability, field production, QC evidence, and closeout affect one another.
Strong written communication: concise leadership updates, client-ready status summaries, action trackers, and decision logs.
Comfortable in a live construction environment with urgent issues, incomplete information, shifting priorities, and same-day escalations.
Strong spreadsheet, tracker, dashboard, and system-of-record discipline.
Able to travel to job sites, vendor locations, client meetings, and field reviews as required.

Nice To Haves

MDU fiber construction, FTTH, inside-building low-voltage, OSP construction, backhaul/building-feed work, fixed wireless, broadband deployment, or utility construction.
Work in occupied residential properties, affordable-housing portfolios, or programs involving property-manager/resident coordination.
Hands-on with Monday.com, Smartsheet, Procore, MS Project, Primavera P6, Bluebeam, GIS/design viewers, Google Workspace, and Excel/Sheets.
Experience with release gates, readiness checklists, QC evidence, closeout packages, redlines/as-builts, photos, test results (OTDR, Cat6/ethernet, WAP/fixed-wireless), punch lists, and payment-readiness documentation.
PMP, CAPM, construction-management coursework, OSHA 10/30, fiber/telecom training, or equivalent practical experience.
Support of client-facing reporting and funding/compliance-driven programs requiring strong documentation and acceptance evidence.

Responsibilities

Own delivery of the assigned portfolio to its schedule, budget, quality, and acceptance commitments.
Lead, direct, and develop the construction managers, coordinators, and support staff on the portfolio; set expectations, assign ownership, and hold the team accountable for follow-through.
Lead the vendor and subcontractor ecosystem as the party accountable to Luck Grove for production, reporting, quality evidence, and closeout.
Make the operational and schedule decisions the project needs: release, hold, resequence, redirect crews and materials, and escalate.
Serve as the primary day-to-day point of accountability to the client, bringing in Luck Grove executives for major milestones, commercial decisions, and escalations.
Set the operating rhythm for the portfolio and keep the team, vendors, and client aligned to the same plan and the same definition of done.
Build and maintain the program-level construction schedule across assigned portfolios, properties, markets, and execution-package types.
Maintain a rolling lookahead and a detailed short term readiness board for work approaching release.
Translate client priorities, property sequencing, design status, material readiness, vendor capacity, field constraints, QC requirements, and closeout backlog into a practical delivery plan.
Validate schedule assumptions with field construction managers, coordinators, engineering, materials, and vendors before they are reported externally.
Track forecasted vs. actual start and completion dates, active blockers, production assumptions, and status changes.
Own and maintain the release-to-construction checklist and exception log for assigned work.
Confirm scope, design, BOM, materials, access, NTP/authorization, property-communication path, vendor assignment, crew capacity, QC expectations, reporting requirements, and system-of-record updates are complete before work is released.
Identify hard stops and exception requests before crews are scheduled or dispatched.
Document approved exceptions with owner, risk, mitigation, decision-maker, and follow-up date.
Partner with field execution to confirm pre-mobilization readiness for each released package.
Track material readiness by property, portfolio, and package type; including company-owned, client-owned, and vendor-supplied materials, consumables, long-lead items, and staged material.
Maintain visibility into BOM status, design revisions, substitutions, delivery dates, and staging needs, and hold material checkpoints so material is confirmed well ahead of crew mobilization.
Escalate material gaps that could affect crew deployment, schedule commitments, production continuity, closeout evidence, or invoice backup.
Coordinate with procurement and material owners so upcoming work is not sequenced ahead of confirmed material readiness without an approved exception.
Support material and invoice reconciliation by connecting BOMs, field changes, installed-material evidence, consumption, and invoice-support requirements.
Maintain a forward-looking view of vendor and crew capacity across active and upcoming work.
Track vendor assignments, crew counts, production assumptions, daily-reporting compliance, quality evidence, punch responsiveness, and closeout-documentation performance.
Identify vendor performance trends and escalate recurring production, documentation, safety, or communication issues.
Support vendor onboarding, kickoff, and reset of expectations around daily production reporting, photos, test results, redlines/as-builts, closeout submissions, escalation, and payment readiness.
Work with field managers to determine whether production variance is driven by vendor performance, access, materials, design, site conditions, weather, or client/property dependencies.
Own the accuracy of the project-management system; statuses, blockers, dates, material and engineering status, vendor information, closeout status, and completion definitions are current and consistent.
Prepare client-ready and leadership-ready reporting covering schedule, readiness, active work, blockers, decisions needed, material risks, vendor capacity, QC status, closeout backlog, and commercial risks.
Align daily field reports, system statuses, trackers, and closeout records so there is one version of project status.
Maintain issue, decision, escalation, and action logs with clear owners and due dates.
Set and enforce consistent status language across reporting and the system of record.
Define QC and closeout evidence requirements before work begins so field teams and vendors know what must be captured during construction.
Monitor closeout backlog, rejected packages, missing photos, missing or out-of-spec test results, incomplete redlines/as-builts, open punch items, and client acceptance comments.
Coordinate with QC and closeout owners so work is not reported complete or payment-ready without supporting evidence.
Track client-side acceptance steps and turnaround commitments and keep packages moving to acceptance.
Identify recurring QC or evidence-quality trends and recommend process changes to prevent closeout surprises.
Provide accurate, organized, verified program updates through approved client-communication paths and supporting client cadence calls.
Coordinate property readiness: access status, NTP, resident-notice path, property-manager contact, site scheduling, site-specific restrictions, and start-date confirmation.
Maintain discipline around who communicates with the client, property management, vendors, and internal stakeholders so conflicting instructions are avoided, and handle sensitive communications appropriately.
Coordinate across engineering, materials, field construction, vendors, QC, reporting, leadership, and commercial stakeholders to clear blockers and keep work moving.
Escalate same-day issues: blocked crews, missing materials, failed access, safety concerns, failed tests, or immediate client/property impact.
Track commercial risks tied to scope changes, design changes, material substitutions, vendor SOW gaps, change orders, margin risk, invoice backup, retainage, and payment readiness.
Manage the review of change and redline requests, including property-driven changes or build constraints, through the proper approval path before commitment.
Escalate work that appears outside approved scope before it is committed in the field or communicated externally.
Support leadership with clear facts for commercial decisions, without independently approving commercial changes unless formally authorized.
Help align SOWs, vendor expectations, closeout requirements, and invoice evidence before payment readiness is claimed.