Senior Manager, OpCo Engagement

Quanta Services Management Partnership•Houston, TX

1d•Hybrid

About The Position

Quanta Services (NYSE: PWR) is scaling beyond $32B with 60+ operating companies delivering critical infrastructure across North America. Technology is increasingly both the enabler, and the obstacle of how these decentralized businesses move faster, safer, and more profitably. Operations IT is the connective tissue between the operating companies and Enterprise IT — the function that ensures enterprise capabilities work and are adopted in the field, and that field reality shapes enterprise strategy and centralized services. The role combines client relationship management, business consulting, and team leadership. You will personally deliver the Management Consulting and Advisory engagements that require senior judgment across Quanta's largest and most strategically pivotal OpCos, and you will share leadership of Customer Success with the Customer Success Manager. You will build on and scale the engagement methodology across both, and you will be the credible peer to OpCo Presidents, CFOs, and IT leaders in conversations about technology strategy, organizational design, and where their business is going. This is a hands-on senior leadership role. You will figure out how OpCo Engagement scales as Quanta grows — keeping the team lean and the model right-sized as the work expands. You are also building the department, not inheriting it. Operations IT is one of the youngest functions in the company. The engagement methodology, the coverage model, the playbooks and the operating rhythms exist in early form, and part of this job is shaping — alongside the Director and the Customer Success Manager — what OpCo Engagement looks like at the scale and caliber Quanta needs as it grows toward $60B. The pace is real. Quanta is in the middle of a transformation toward $60B. M&A is accelerating. Enterprise IT is rebuilding itself. The OpCos are moving fast and will not wait for us to catch up. The leader who thrives here will have built or scaled a consulting practice, led a large strategic consulting account, run a customer success organization, or built a strategic advisory function in a similarly demanding, ambiguous environment — and will be energized rather than unsettled by open questions about how the model itself should work.

Requirements

12+ years in technology consulting, IT strategy, customer success leadership, or enterprise account management; ideally you have been a Director, Principal, or equivalent senior leadership level.
Demonstrated experience as a senior engagement leader in a consulting, customer success, or advisory practice — owning the large client relationships personally and shaping how the broader team engages.
Executive presence with operational executives, not just technology executives. You have earned trusted relationships with Presidents, CEOs, CFOs, and senior IT leaders of autonomous business units — because they trusted your judgment on their business.
Track record of building intimate customer knowledge as the source of your credibility — deep fluency in the client's business model, technology environment, vendor landscape, and organizational dynamics.
Single-point-of-accountability mindset. When something is stuck in your portfolio, you own moving it.
Technical breadth across infrastructure, applications, cloud, data, security, and emerging areas (AI, automation, enterprise architecture). You do not need to be the deepest technologist in any one domain. You need to be substantively credible across all of them and have judgment about where each becomes the right answer.
Business acumen at the C-suite altitude — P&L fluency, organizational design, and change management.
Experience driving adoption of enterprise capabilities in the field, not just designing them. You have been close enough to a rollout to know why they fail.
Proven ability to build and scale a function in a federated, ambiguous environment. You have done this before; you drive outcomes through influence, not authority.
Leadership of senior teammates. You have managed and developed Managers.

Nice To Haves

Background in top-tier management or technology consulting at the Principal level or above.
Experience in industries with operationally complex, decentralized, project-driven businesses — EPC, utilities, construction, energy, oil & gas, industrial manufacturing.
Familiarity with Technical Account Management, customer success, or engagement-platform-driven operating models at scale.
Experience integrating acquired businesses into a shared operating model.
Public company governance experience (SOX, internal controls, audit readiness) sufficient to operate credibly within that framework.
Advanced degree (MBA or equivalent) preferred.

Responsibilities

Be a Trusted Strategic Partner to OpCo Leadership: Quanta is federated. OpCos have real autonomy. A primary part of this role is strategic consulting to the operating companies. You hold your own with their Presidents, CFOs, and IT leaders on the technology decisions that shape their business: you challenge their thinking when warranted, defend the right answer when they push back, and earn the trust that makes hard conversations possible.
Advisory work: These are the engagements where an operating company does not yet know what it needs — a business weighing a major platform or cloud decision, a leadership team trying to work out what AI is actually worth to them, a company standing up or rebuilding its IT function, or one finding its footing after a significant change in structure or ownership. The value is in getting to the right question before anyone starts building, and then staying with it through the decision and into whatever follows.
Develop intimate knowledge of the operating companies in your portfolio: their business models, field operations, IT environments, vendor relationships, and organizational dynamics.
Advise Operating Companies on their technology strategy, IT approaches they should take, and/or centralized services they should adopt.
Set the standard for how the rest of the team runs their portfolio: the engagement cadence, the depth of knowledge, and the quality of the thinking.
Be the OpCo's Voice in Enterprise IT and Route Demand Across the IT Organization: You are the bridge and the most credible voice of the field to Enterprise IT. Operations IT exists because Enterprise IT cannot succeed without OpCo reality — how a centralized service is actually realized in the field. You inform what gets built and provide that input while it is still being shaped and solutioned rather than after it has been built. You do this by channeling structured field feedback and demand to shape priorities, bringing user experience requirements to the centralized services so that what gets built works the way these businesses actually run, contributing substantively to Enterprise IT strategy and major investment decisions.
Help Enterprise IT reach the field — making sure the operating companies understand what is coming, why it is coming, and what it means for them, so that decisions made at the center land as something the OpCos can work with rather than something that happens to them.
Shape the problem, shape the demand, and then routing it to the right place. When commercial work is needed, you connect to IT Procurement. When catalog or service governance work is needed, you connect to Service Portfolio Management. When build or run work is needed, you connect to the Enterprise IT delivery teams. The seams between these functions are where engagements either flow or get stuck; you own making them flow, and you coach your team to do the same.
Connect operating companies to each other — when one is working through something another has already solved, you make that introduction rather than letting both solve it twice.
See patterns across the OpCo portfolio that no one else sees, and translate those patterns into improvements to centralized services, vendor strategies, and cross-OpCo collaboration.
Drive Adoption Across the OpCo Portfolio: Enterprise IT delivers capabilities at scale. OpCo Engagement is how those capabilities actually land. You help drive adoption so our centralized multi-billion-dollar bets land, but your perspective stays with the operating company – specifically it is not adoption for adoption sake, you’re driving adoption and collecting feedback from your portfolio such that the OpCos are genuinely using what was built and getting value from it.
Design enablement and adoption strategies: For each major service you will work with the team that owns it to define the change management and rollout approach — how its communicated, how operating companies are prioritized against each other, which go in which wave, how readiness is assessed, how the use cases get shaped, and what an OpCo has to understand before it starts. You will build that into a playbook and keep refining it as each wave teaches you something.
Gather what the field actually experiences and feed it back to the team that owns the service before the rollout goes wide.
Help figure out how it gets to the OpCos. Sometimes your team runs the onboarding directly, and you should expect to do that yourself at times. Sometimes you or your team only helps with communication. Other times you bring in contracted capacity to carry the volume. Sometimes the right answer is to work through the third parties the delivery team has already engaged.
Own whether the company is ready and when it goes, how it fits against everything else landing on them, what they will actually get out of it, the chargeback conversation, and whether it stuck once the rollout crew has moved on.
Develop the Team and Scale OpCo Engagement Lean: You will develop the Customer Success team into strong consultative partners. The work is coaching judgment, sharpening executive presence, and growing technology and business fluency so each person can run their OpCo portfolio at increasing depth.
Figure out how OpCo Engagement scales — by building the consultative depth of the people already in the seats, by automating and scaling the systems that exist in bare-bones form today, and by keeping the team lean and the model right-sized as the work expands.