Director of Talent Acquisition

Mark III Construction•Sacramento, CA

11h•$180,000 - $210,000•Onsite

About The Position

The Director of Talent Acquisition will lead Mark III Construction’s talent acquisition strategy, with a primary focus on building a scalable, high-performing recruiting function capable of attracting exceptional talent at every level of the organization. This role will personally lead critical director, vice president, and executive searches while serving as a trusted advisor to the CEO, COO, CPO, and business unit leaders on talent strategy, market conditions, compensation, and hiring decisions. The Director will build and develop the Talent Acquisition team, establish best-in-class recruiting processes and technology, and create the metrics and accountability necessary to continuously improve hiring quality, speed, and retention. This leader will also strengthen Mark III’s employer brand and external talent partnerships while strategically managing search firms and developing long-term relationships with industry, university, trade school, and apprenticeship talent pipelines. Ultimately, this role will help Mark III build the leadership and workforce necessary to support its continued growth by combining executive search expertise, operational discipline, exceptional candidate experience, and a deeply consultative approach to talent acquisition. Who we are: Mark III is a full-service construction company comprised of three complementary business units: M3 MEP, M3 Service, and M3 Components. We support projects from initial concept through long-term maintenance, with specialized expertise in healthcare, higher education, industrial, life science, and technology markets. Our integrated, big-picture approach allows us to self-perform electrical, HVAC, plumbing, process piping, prefabrication, and MEP design. By consolidating these services under one organization, clients benefit from reduced profit layers, minimized scope gaps, and simplified project schedules—working with a single, accountable partner rather than multiple consultants and subcontractors. Headquartered in Sacramento, California, Mark III operates throughout California and Nevada. Our state-of-the-art manufacturing facility serves as a centralized hub supporting five core trades: HVAC, mechanical piping, plumbing, electrical, and metal-stud framing. To support our continued growth, we will be relocating from our current combined 62,000 square feet of office and operational space to a new 340,000-square-foot headquarters at 2031 Optisolar Lane, with the move planned for completion by the end of Q2 2026. Mission: Leading the Evolution of Construction Vision: Exposing the World to a New Way to Build Core Values: Teamwork Excellence Perseverance Integrity Continuous Improvement

Requirements

Confirmed, verifiable performance hiring senior and executive talent. You can name specific director, vice president, and C-suite searches you personally sourced, assessed, and closed — the role, the compensation level, how you found the person, how long it took, and where that hire is now. Volume matters less than depth and verifiability: we will ask for specifics and we will check them with the hiring executives you worked for.
Direct sourcing craft. You build market maps and named-person target lists and do the passive outreach yourself. You are not dependent on inbound applicants, job board response, or third-party firms to produce a slate. You can describe your outreach methodology and your response rates.
Ten or more years of progressive talent acquisition experience, including at least four leading a function, a team, or a dedicated executive search desk.
Experience recruiting into construction, engineering, industrial manufacturing, or another technically complex, project-delivery or skilled-trades environment — or a demonstrated history of becoming credible in a technical market quickly. You must be able to hold a substantive conversation with a mechanical contractor's operations executive and with the candidate they want to hire.
Proven selection and management of external search firms, including negotiating terms and holding firms to them.
Fluency in a structured, evidence-based hiring methodology — scorecards, competency-based interviewing, and calibrated debriefs. Familiarity with a named framework (for example, the Who / Topgrading approach) or equivalent rigor developed in practice.
Direct people leadership: you have managed, coached, and developed recruiters and improved their output.
ATS ownership and reporting fluency — you can build a metrics view from a system rather than a spreadsheet.
Executive presence and the willingness to use it. You can tell a CEO that a requisition is unfillable as written, and be thanked for it.
Based in or willing to relocate to the Sacramento region, with regular on-site presence at corporate headquarters.

Responsibilities

Personally run director, vice president, and executive searches end to end: scorecard design, market mapping, passive outreach, assessment, reference work, offer construction, and close.
Build named-person target lists from the actual market — competitors, adjacent industries, manufacturers, and owner organizations — rather than relying on applicant flow.
Serve as the trusted advisor to the CEO, COO, and business unit presidents on senior hiring: pushing back on unfillable role definitions, calibrating expectations against market reality, and protecting the process from expedience.
Manage confidential and sensitive searches with discretion, including replacement searches for incumbents still in seat.
Own offer strategy and negotiation for senior hires in partnership with the CPO and CFO, including counteroffer defense and resignation coaching.
Lead, coach, and develop the Senior Recruiter and Recruiting & Onboarding Coordinator; set goals, hold standards, build capability.
Design the operating model for the function: role clarity, requisition ownership, service levels to hiring managers, escalation paths.
Build the business case and staffing plan for team expansion as hiring volume grows with the strategy.
Design and deliver interview training for hiring managers across the company so assessment quality does not depend on who happens to be in the room.
Build and manage a curated panel of retained and contained search firms covering MEP and specialty contracting, industrialized construction and manufacturing, data center and mission-critical, sales leadership, and technology.
Negotiate commercial terms: fee basis and percentage, payment milestones, replacement guarantees, off-limits provisions, and shortlist service levels.
Hold firms accountable to performance data, and make evidence-based decisions about when to engage a firm versus source directly.
Reduce total agency spend as a share of hiring cost over time while improving senior-hire quality.
Build the "Why Mark III" narrative for senior candidates: industrialized construction, product ownership, a named growth strategy, and a culture worth relocating for.
Rebuild the careers presence and LinkedIn company positioning, including data center and Components market positioning in partnership with marketing.
Own the candidate experience end to end and measure it; a declined offer should still produce an advocate.
Represent Mark III at industry, trade school, apprenticeship, and university partnerships that build long-term pipeline.
Own the TA technology stack — currently Workable transitioning to Miter, plus LinkedIn Recruiter — including configuration for confidential executive search, pipeline reporting, and stage-conversion analytics.
Build the metrics discipline: define, instrument, and report the funnel from requisition to six-month retention.
Ensure compliance across California and Nevada requirements, including pay transparency in postings, OFCCP obligations where applicable, and consistent, defensible documentation of hiring decisions.
Partner with the CPO and Finance on workforce planning, headcount governance, and cost per hire.