Manager of Project Management

MAS HVAC INC•Maple Grove, MN

8h•$120,000 - $150,000

About The Position

As the leader of a newly created Project Management department, this role is responsible for the establishment and continuous improvement of customer-facing project management processes within MAS. The company is currently enjoying substantial revenue growth which is mainly driven by increasingly large orders from critical infrastructure projects, including data centers. These more complex customer jobs require a new level of sophistication in how the organization manages customer commitments and project milestones ranging from engineering development to delivery and commissioning at the customer’s site. In addition to defining the operating norms of the new department, selecting, onboarding and coaching highly capable program managers will be critical to the team’s immediate contributions and long-term success within the broader MAS organization.

Requirements

Bachelor’s degree in Project Management, Engineering, Business, or related field
6+ years of project management experience in customer-facing roles, preferably in businesses producing large capital equipment
Excellent communication, organizational, and leadership skills. 3+ years of managerial experience required
Proven track record of leading cross-functional projects in an engineered products business
Proficiency in project management tools (MS Project, Smartsheet, or equivalent) and ERP/MRP systems

Nice To Haves

MBA or advanced degree
PMP certification strongly preferred
Experience serving data center customers strongly preferred
Strong knowledge of manufacturing processes and supply chain logistics
Prior private equity company experience

Responsibilities

Customer Project Execution: Lead a team of project management professionals dedicated to on-time customer deliveries within budget for key customer programs. Program scale will reach $10s M in revenue and typically span 6-12 months.
Implementation of PMO processes: Define and deploy project management processes, templates and tools appropriate to the development and delivery of semi-custom large capital equipment. Example process elements include stage gate reviews, project risk identification / mitigation, and design review checklists.
Collaboration with other MAS departments: Build cross-functional trust and cooperation with colleagues in sales, engineering, procurement and operations through transparent status reporting and accountability to commitments.
Metrics & Reporting: Develop dashboards available to the entire MAS organization for key performance indicators on customer projects. Establish a project prioritization framework so that all departments operate in alignment with clear priorities.
New Product Introduction (NPI): Establish an internal process for managing product development efforts that are not customer specific. It is expected that this process will be a derivative of the project management approach to customer projects.
Hire, mentor and develop program managers to maximize organization performance for their customers and prepare them for larger or more complex projects.
Collaborate with other companies under the Neos ownership structure to share best practices in project management, particularly in cases of having common customers.
Develop a continuous improvement mindset in project management by steadily evaluating processes and tools for potential enhancements to efficiency and effectiveness.
Highlight to senior leadership any projects that are off track, over budget or otherwise needing escalation for issue resolution.