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
