100% Remote : EST/CST preferred
Travel: Up to 25% across operating company and project sites (Ohio, Virginia, Texas)

Think Consulting is a national technology and operations consulting firm partnering with organizations to build the people, process, and technical capability behind their growth. We've been engaged by Our Client - an MEP construction and service firm scaling rapidly across multiple operating companies - to identify a Senior Project Manager who can make a complex, fast-moving IT portfolio land on scope, on schedule, and in a way the field and back office will actually adopt.

About the Role

In under two years, Our Client has stood up a modern cloud data platform, brought a new enterprise data and analytics environment live, implemented a corporate financial planning system, launched an enterprise CRM selection, and begun consolidating multiple ERP environments. This is a hands-on delivery role, not an administrative one. You will personally run the largest and most cross-functional IT programs - ERP consolidation workstreams, CRM implementation, data platform build-out, integration and AI initiatives - while establishing the project management standards, intake process, and reporting cadence a growing IT function needs. Success is measured in delivered outcomes and credible commitments: business sponsors who know what they are getting and when, and project teams that are not surprised.

Key Responsibilities

Project & Program Delivery

Own end-to-end delivery of assigned enterprise IT projects and programs - charter, scope, schedule, budget, resourcing, risk, change control, testing, cutover, and post-go-live stabilization.
Serve as lead project manager on the highest-complexity initiatives in the portfolio, including ERP consolidation workstreams, the enterprise CRM implementation, data platform and integration build-out, and infrastructure or M&A integration projects.
Build and maintain realistic integrated schedules that reflect operating company availability, seasonal field workload, and fiscal-year and month-end constraints - not idealized plans.
Run disciplined risk and issue management with named owners, escalation thresholds, and decision logs; escalate early rather than absorbing slippage silently.
Own project financials - estimate to complete, forecast versus approved budget, capital versus expense treatment, and vendor invoice validation against milestones.
Drive user acceptance testing, training, cutover, and adoption planning with the business, treating change management as part of delivery rather than an afterthought.
Manage post-acquisition IT integration projects as the organization continues to acquire, including system rationalization, user onboarding, and data migration.

PMO Practice & Governance

Establish and operate the IT project intake, prioritization, and demand management process so the portfolio is sequenced against capacity rather than by whoever asks loudest.
Define and maintain the project management standards for IT - lifecycle stage gates, templates, estimating norms, RAID discipline, status reporting, and closeout criteria - sized to a lean function, not a bureaucracy.
Produce executive-level portfolio reporting for the VP of Information Technology and business leadership: status, milestones, spend, risks, and dependencies across the portfolio in one consistent view.
Maintain the cross-project dependency map - the ERP, CRM, data platform, and integration programs share the same people, systems, and cutover windows.
Mentor project coordinators, analysts, and IT leads who run smaller efforts, raising delivery consistency across the department.
Contribute to annual IT planning, capital request preparation, and multi-year roadmap sequencing.

Data & Integration Projects

Lead projects that depend on data as the deliverable, not just the byproduct - reporting migrations, master data cleanup, data warehouse build-out, and analytics rollouts.
Plan and manage data migration and data conversion workstreams across multiple ERP environments, including extract, cleanse, map, load, and reconciliation cycles with business sign-off at each stage.
Partner with the data and integration teams to schedule integration platform work, retire point-to-point integration debt, and sequence API-based patterns alongside application projects.
Build data quality, master data, and reconciliation acceptance criteria into project plans so systems go live on trusted data - one customer definition, one work order process, one employee record.
Coordinate reporting and analytics deliverables with the data team so business users have reporting ready at go-live, not months after.
Ensure projects produce the documentation, lineage, and access controls needed to withstand sponsor and transaction diligence.

AI & Emerging Technology

Manage delivery of AI initiatives across the portfolio - enterprise AI assistant rollout and adoption, document and submittal automation, field and service workflow assistants, estimating and takeoff support tools, and AI-assisted reporting.
Run AI use case intake and evaluation with a consistent framework: business problem, data readiness, expected benefit, risk, cost to run, and how success will be measured - so pilots are chosen deliberately rather than by vendor pitch.
Insist on the prerequisites before AI projects start - governed data, documented lineage, defined access controls, and a named business owner - coordinating with the data and cybersecurity functions.
Manage responsible-use guardrails in partnership with cybersecurity, legal, and HR: acceptable use, data residency and confidentiality, customer and employee data handling, and human review of AI output where it touches contracts, safety, or pricing.
Drive AI projects past the pilot stage into measured production adoption, including training, workflow redesign, and benefit tracking; recommend shutting down pilots that do not earn their keep.
Track the AI capabilities arriving natively in the ERP, CRM, EPM, and productivity stack, and sequence them into the roadmap rather than building custom equivalents.

Stakeholder & Vendor Management

Act as the primary delivery contact for business sponsors across Our Client's operating companies - finance, operations, service, preconstruction, HR, and field leadership.
Manage implementation partners, systems integrators, and software vendors against statements of work, milestones, deliverable quality, and knowledge transfer commitments.
Negotiate and control scope with vendors and sponsors alike, and hold partners accountable to committed timelines without damaging the relationship.
Translate between technical teams and non-technical stakeholders, including field and shop personnel who will use the systems.

Portfolio & Technical Environment

The successful candidate will manage projects in and be expected to develop working fluency across the following environment:

Layer Platform / Tooling ERP Multiple ERP platforms across operating companies (consolidation in progress) CRM Enterprise CRM selection in progress; incumbent operating-company CRMs across the portfolio Data Platform Modern cloud data lakehouse/warehouse platform BI & Reporting Enterprise and self-service business intelligence tooling Governance & MDM Enterprise data governance platform; MDM across customer, vendor, project, employee Integration iPaaS integration platform; API-based patterns Financial Planning Enterprise performance/financial planning management system Productivity & AI Modern productivity suite with enterprise AI assistant capability PM Tooling Standard enterprise project and portfolio management tooling; collaboration platform for project teams

Candidates with deep Microsoft-stack experience (Fabric, Power BI, Purview, Microsoft 365) will be especially well-matched, but the core requirement is enterprise program delivery depth - not a specific vendor stack.

Required Qualifications

Bachelor's degree in information systems, computer science, engineering, construction management, business, or equivalent practical experience.
7+ years managing enterprise IT or technology-enabled business projects, including at least 3 years leading programs with multiple concurrent workstreams and a seven-figure combined budget.
Demonstrated ownership of at least one full-lifecycle enterprise application implementation - ERP, CRM, HRIS, EPM, or comparable - from selection or planning through go-live and stabilization.
Working command of both traditional and iterative delivery methods, and the judgment to apply the right one; comfort operating without a large PMO behind you.
Practical experience managing data migration, integration, or reporting workstreams, including reconciliation and business sign-off.
Command of project financials - budgeting, forecasting, estimate to complete, and vendor milestone validation.
Track record managing implementation partners and software vendors against contracted scope and deliverables.
Ability to hold a credible delivery conversation with a CFO and a field superintendent on the same day.
Willingness to travel across operating company and project locations as needed.

Preferred Qualifications

Experience in construction, MEP, specialty trades, industrial services, or another project-based, field-heavy business.
Experience in a multi-operating-company or acquisitive environment, including post-acquisition system and data integration.
Direct experience on an ERP consolidation or multi-ERP rationalization program.
Experience delivering AI or automation projects into production - enterprise AI assistants, document automation, or workflow assistants - including adoption and benefit measurement.
Familiarity with a modern cloud data and productivity stack and with an iPaaS platform.
Experience standing up project intake, prioritization, or portfolio reporting where little process previously existed.
PMP, PgMP, PMI-ACP, Certified ScrumMaster, or Prosci change management certification.
Experience with field technology - mobile service, dispatch, timekeeping, or project management platforms used in the trades.

First-Year Success Measures

Project intake and prioritization process live, with a single ranked portfolio view reviewed on a regular cadence with IT and business leadership.
Consistent portfolio reporting in place - status, milestones, budget, and risk - trusted enough that sponsors stop asking for side updates.
Assigned major programs delivered to committed scope and schedule, or re-baselined early with documented sponsor agreement rather than late surprises.
Data migration and reconciliation for at least one major system cutover completed with business sign-off and no post-go-live data credibility disputes.
AI use case intake framework in operation, with at least two initiatives moved from pilot to measured production adoption and unproductive pilots retired.
Project management standards, templates, and closeout discipline documented and used across the IT department, not just by you.
Vendor and partner performance actively managed, with milestone-based invoicing and demonstrated knowledge transfer to internal staff.

Key Competencies

Delivers rather than administrates - owns the outcome, not just the status report.
Tells the truth about schedule and risk early, including when the news is unwelcome.
Comfortable operating in a growing environment with incomplete inputs, competing priorities, and shifting scope.
Builds capability rather than dependency - leaves standards, documentation, and trained people behind.
Credible with engineers, executives, and field personnel alike.
Collaborative across IT pillars - applications, data, integration, cybersecurity, and AI.
Pragmatic about process: enough rigor to be predictable, not so much that delivery slows

Equal Opportunity Employer, including disability and protected veteran status

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