Senior Vice President, Finance of Energy Infrastructure

SOLV Energy•Mesa, AZ

2d•$263,158 - $350,000•Hybrid

About The Position

SOLV Energy's Energy Infrastructure segment brings together five business units (SOLV HV, SEHV, Robison Waite Electric, Spartan Infrastructure, and Battery Storage) that together represent SOLV's self-perform, high-voltage, and specialty electrical construction capability. Several of these units are in an active build phase: 2027 plans call for double-digit revenue growth, a meaningfully larger headcount base, and new leadership structure across the segment, alongside a shift toward direct utility work that carries a different risk and margin profile than the segment's historical BESS/PV-adjacent volume. Additionally, and as SOLV continues to embark on its M&A strategy, it is expected that further growth will come from new acquisitions. The SVP, Finance is the senior finance executive for this segment. This person owns the financial planning, oversight and reporting discipline across all five business units; acts as the direct finance partner and challenge function to each BU's operating leader; and, through alignment with SOLV’s corporate level policies and procedures, builds the systems, cost structures, and controls that let a fast-growing, multi-entity segment scale without losing visibility into margin. This is a hands-on build role as much as an oversight role: several of the underlying finance processes (cost coding, unit-rate history, change order tracking, category-level procurement spend) do not yet exist in the form this segment needs, and the SVP is expected to take leadership in the implementation of these needs as the coordination point with SOLV parent. This role is hybrid, with regular in-office presence in Mesa, AZ with frequent travel to other offices. Specific location details and expectations will be discussed during the interview process.

Requirements

20+ years of progressive finance leadership experience, including significant time in construction, EPC, industrial services, or specialty contracting: businesses with project-based revenue recognition, percentage-of-completion accounting, and job costing.
5+ years in a senior finance leadership role (VP, SVP, or CFO) with P&L accountability across multiple business units or a multi-entity segment.
Demonstrated experience building or materially improving project controls, cost coding, and earned-value processes in a construction or field-services environment, not just consuming them as a finance leader.
Experience partnering directly with operations and business development leaders on pursuit economics, contract structuring, and margin management, not solely with other finance functions.
Bachelor's degree in Finance, Accounting, or a related field; CPA, CMA, or MBA preferred.
Working fluency with FP&A platforms (Planful or comparable) and job-costing/estimating systems.

Nice To Haves

Direct experience in electrical transmission and distribution, substation, high-voltage, or utility-facing construction: familiarity with LNTP-to-signed contract progression, AVL qualification processes, and utility procurement cycles.
Experience standing up or scaling finance functions for a business in active growth or restructuring, including building teams and processes from a partially-developed starting point.
Prior exposure to renewable energy (solar/PV, BESS) adjacent markets, and an understanding of how ITC/PTC policy cycles affect demand relative to utility capital spending.
Experience supporting M&A integration for a self-perform construction platform.

Responsibilities

Own the annual budget and monthly / quarterly forecast cycle for the Energy Infrastructure segment in Planful, consolidating five business units into a single segment P&L while preserving BU-level accountability.
Set and defend top-line, OpEx, and SG&A targets for each business unit in partnership with corporate FP&A, translating BU operating plans (headcount builds, new pursuits, pipeline conversion) into a financial plan that holds up under scrutiny.
Build the segment's long-range plan, including the capital and working-capital implications of shifting mix toward direct-to-utility work, which carries different contract structures, retainage, and payment terms than existing BESS/PV-adjacent work.
Lead the financial evaluation of new business unit additions to the segment, including diligence support and integration planning when SOLV acquires or stands up additional self-perform capability.
Serve as the designated finance partner (or lead the finance partners who do) for each of the five BU leaders, embedded enough in the operating rhythm to catch margin erosion before it shows up in month-end close.
Translate each BU's pipeline (signed backlog, LNTP-stage work, and weighted pursuits) into a revenue and margin forecast that operations, procurement, and executive leadership can plan against, and flag concentration risk when a small number of projects or clients drive an outsized share of forecast revenue.
Partner with Business Development on pursuit economics, go/no-go financial screens, and the cost of chasing work outside the segment's self-perform fit.
Support the combined go-to-market packaging of SOLV HV, Spartan Infrastructure, and Robison Waite Electric as a single self-perform offering, including the financial qualification data (bonding capacity, financial statements, project references) utility customers require for Approved Vendor List status.
Design and enforce a cost coding structure suited to high-voltage and self-perform electrical scopes (civil, structural steel, equipment setting, above-grade electrical, protection and control, terminations, and testing/commissioning) that produces real unit rates rather than cost history too course to estimate from.
Build the closed loop between as-built cost and the estimating database: installed unit costs by equipment type and voltage class, labor hours by task, benchmarked across completed jobs and shared back into precon.
Own quantity-based earned value reporting with defined rules of credit, so the field and the office are working from the same definition of percent complete.
In alignment with SOLV’s policies and in coordination with project controls, ensure change order and claims discipline across the segment: pending, approved, and unapproved change tracked and aged separately, with schedule impact quantified alongside cost impact; this is one of the largest drivers of margin leakage in HV and specialty electrical work.
Deliver monthly leading-indicator reporting (buyout gap against estimate, productivity trend against baseline, unapproved change exposure, contingency burn) rather than after-the-fact reporting at 90% complete.
Ensure segment-level compliance with SOLV's corporate accounting policies, internal controls, and external audit requirements, including timely, accurate consolidated close.
Serve as the segment's executive sponsor for financial systems, including Planful (FP&A), and the segment's estimating and job-costing tools, ensuring these systems talk to each other rather than requiring manual reconciliation.
Partner with sales operations and BD to get the segment's pipeline properly represented in Dynamics/Power BI, replacing the manual, estimator-log-based pipeline tracking several BUs currently rely on.
Identify procurement and category-spend consolidation opportunities across the five business units, where overlapping spend on transformers, breakers, switchgear, and steel is currently being bought separately.
Build and lead the finance team supporting the Energy Infrastructure segment, including BU-aligned finance partners, FP&A analysts, and project accounting.
Be the key liaison for SOLV’s operational shared services, including project controls and ensure adherence to company standards, reporting discipline and PSR review process
Set the standard for how finance shows up inside the business units: as an embedded partner who understands substation and self-perform electrical economics, not a reporting function operating one layer removed from operations.
Develop succession and career paths within the finance organization as the segment scales headcount alongside the business units it supports.