Project Controls Director

Job Title: Project Controls Director

Location: ON SITE 5 days a week in Lebanon, IN

Duration: 3 years

Interview Mode: 2 Interviews ( Both Virtual )





Job Description:

Pharma experience big plus


Other Job Titles Might include:

• VP of Project Controls – Common in large EPC (Engineering, Procurement, and
Construction) firms or major owners like Eli Lilly for billion-dollar
portfolios.

• Project Controls Lead / Head of Project Controls – Often used when the
individual oversees the entire function for a specific mega-project site rather
than the whole corporation.

• Director of Project Excellence (CAPEX) – Focuses on the "performance
story" and "accountability" aspects mentioned, ensuring project
delivery standards.

• Senior Project Controls Manager – A standard industry title for this scope,
though often used at slightly lower tiers unless designated as
"Senior."

• Project Performance Director – Specifically targets the requirement to
translate data into a "plan vs. actual narrative" and drive earned
value.

• Capital Projects Controls Director – Emphasizes the CAPEX background and the
financial scale of the investment.

• Director of Planning & Cost (Project Controls) – Highlights the dual
focus on Primavera P6 (Schedule) and Cost/Forecasting.

• Commercial Director (Project Delivery) – Sometimes used in Oil & Gas or
large infrastructure to describe the person managing risk, cost, and schedule
accountability.

• Mega-Project Controls Lead – A niche title specifically for projects
exceeding the $1B threshold.

• Strategic Project Controls Director – Focuses on the "executive
stakeholder" and "senior leadership" reporting aspects of the
role.



MUST HAVES:

Provide senior leadership (executive stakeholders) with:

o A data-driven plan vs. actual narrative

o Clear visibility into trends, variances, and outcomes

• Eliminate ambiguity around performance accountability.

• Primavera P6 expertise (hard requirement) — must be hands-on.

• Proven experience leading earned value and performance management on large,
complex capital projects.

• Strong construction-phase project controls or CAPEX PM background.

• Mega-project experience (pharma preferred but can be oil and gas)

Job Description:

This role is a Tier 1 leadership position supporting a highly complex,
large-capital project (~$4.75B) that has moved beyond initial setup and is now
firmly in the execution and forecasting phase.

Cost and schedule baselines were established approximately 12 months ago. While
the team has a reasonable understanding of where the project is today
(actuals), there is a critical gap in being able to clearly and confidently
articulate where the project should be, based on earned value and integrated
performance measurement.

The expectation for this role is to take ownership of earned value, cost,
schedule, forecasting, and risk — and translate that data into a clear,
accurate, and credible performance story for senior leadership.

This is not a coordination or reporting role. This individual must lead,
integrate, challenge, and drive accountability across the project controls
function.

________________________________________

Current Project Context

• Project is in active construction and forecasting

• Detail design ~80% complete (remaining scope primarily process piping)

• Foundations and structural steel complete

• MEP installation underway in multiple areas

• Building nearing weather-tight

• CUB target: Q2–early Q3

• Mechanical completion: Aug–Oct

• Testing: Dec–Jan

This role is focused on execution control and performance visibility, not
startup planning.

________________________________________

Key Responsibilities

Earned Value & Integrated Performance Ownership

• Take full ownership of earned value management across the project.

• Define and maintain planned value, measure performance, and clearly
articulate where the project should be vs. where it is.

• Integrate schedule (Primavera P6), cost, forecast, and budget into a single,
aligned performance view.

________________________________________

Cost, Schedule & Forecast Integration

• Work in close daily collaboration with:

o Cost Controller(s)

o A team of schedulers (approx. 5 schedulers, aligned by node)

• Ensure CBS, WBS, and schedule logic are aligned and supporting earned value
analysis.

• Drive consistency and alignment across:

o Project Controls team

o GFD Project Controls

o Other project controls functions across the portfolio

• Produce consolidated, executive-ready performance updates — not disconnected
reports.

________________________________________

Risk Management Ownership

• Take clear ownership of project risk management, a currently identified gap.

• Own the full lifecycle of the risk register, including:

o Risk identification

o Quantification (including dollarized impacts)

o Integration into forecast and performance reporting

• Proactively elevate risk exposure and mitigation strategies to the broader
team and leadership.

________________________________________

Leadership, Accountability & Proactivity

• Establish a high-performing, accountable project controls environment.

• Move the team beyond coordination and reporting into ownership and outcomes.

• Demonstrate a strong "can-do / go-get-it" mindset:

o Take initiative

o Push the team

o Challenge assumptions and outputs

o Drive continuous improvement

• This role requires leadership presence — not just facilitation.

o "We can get someone to run meetings and take notes — that''s not what''s
needed."

________________________________________

Communication & External Representation

• Serve as the consistent, confident external interface for the Foundry
project.

• Act as a clear point of contact with groups such as Patrick''s team and other
stakeholders.

• Communicate proactively, transparently, and with authority — no gaps, no
surprises.

• Represent the project controls function with credibility and clarity inside
and outside the immediate team.

________________________________________

On-Site Engagement

• This role requires strong, consistent on-site presence.

• Prior lack of visibility was a critical issue.

• Success in this role depends on:

o Daily engagement with the team

o Real-time coordination

o Visible leadership on site

________________________________________

Key Gaps This Role Is Expected to Close

1. Lack of Earned Value & Performance Visibility

o No clear ownership of earned value

o Poor visibility into plan vs. actual

o Disconnected schedule, forecast, and budget views

2. Lack of Leadership, Ownership & Accountability

o Previous approach too passive

o Over-delegation instead of ownership

3. Lack of Proactivity

o Need someone who drives outcomes, not just process

4. Risk Management Gap

o No clear risk ownership or integration into forecasts

5. Lack of Integration Across Project Controls

o Cost, schedule, and forecasting not fully aligned

6. Inconsistent External Representation

o Need a strong, consistent project controls voice