Project Controls

Fluidstack•Austin, TX

12d•$155,000 - $200,000•Onsite

About The Position

The Capacity Delivery Program team turns signed capacity commitments into energized, GPU-ready data centers on dates our customers have already bet their roadmaps on. Examples of key problems the team is working on: Build and maintain integrated CPM schedules across greenfield data center builds where design, procurement, construction, and commissioning all run in parallel. Find and close schedule compression opportunities on critical paths measured in days, not months, from long-lead equipment delivery to Day 1 energization. Track cost and field productivity against baselines rigorous enough to catch overruns while they are still recoverable. Give delivery leads and executives a single, defensible source of truth on where every project stands and what threatens the date.

Requirements

4+ years of hands-on P6 CPM scheduling and cost controls as the person building and owning the schedule, not managing a vendor who does.
Greenfield hyperscale or data center build experience, or comparably complex construction programs of $500M or more.
Expert in Primavera P6, Bluebeam, and the MS Suite; you can rebuild a broken schedule logic network yourself, not just review one.
A track record you can quantify: dollars saved, days compressed, milestones pulled in, with the numbers to prove it.
You communicate concisely and defend schedule decisions under scrutiny, in writing and in the room with GCs and executives.
You compress schedules instead of padding them; you can articulate what has to be true for Day 1 versus what can wait for Day 2.
Based in Austin or willing to relocate, and authorized to work in the US without sponsorship or visa transfer.

Nice To Haves

Direct experience on hyperscaler data center programs or with a tier-one GC delivering them.

Responsibilities

Own the P6 CPM schedule for one or more greenfield data center builds, from baseline through closeout, with logic tight enough to survive scrutiny from GCs, owners, and executives.
Run cost and productivity tracking against budget and baseline, surfacing variances with the data to back them before they become claims or slips.
Drive schedule compression on the critical path, quantifying every recovery option in days and dollars rather than padding buffers.
Lead schedule reviews with GC and trade partner schedulers, challenging float sequestration, bad logic, and optimistic durations before they get baselined.
Build the reporting cadence (look-aheads, earned value, milestone dashboards) that lets delivery leadership make Day-1-versus-Day-2 tradeoffs with real numbers.
Close out projects with as-built schedules and cost records complete enough to hold up under an owner audit and feed the next build's baseline.