Project Controls Director || Lebanon, IN (Onsite)

 

Provide senior leadership (executive stakeholders) with:

A data-driven plan vs. actual narrative
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).

 

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:
Cost Controller(s)
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:
Project Controls team
GFD Project Controls
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:
Risk identification

 

Quantification (including dollarized impacts)
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:
Take initiative
Push the team
Challenge assumptions and outputs
Drive continuous improvement
This role requires leadership presence — not just facilitation.
“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:
Daily engagement with the team
Real-time coordination
Visible leadership on site
Key Gaps This Role Is Expected to Close

Lack of Earned Value & Performance Visibility
No clear ownership of earned value
Poor visibility into plan vs. actual
Disconnected schedule, forecast, and budget views
Lack of Leadership, Ownership & Accountability
Previous approach too passive
Over-delegation instead of ownership
Lack of Proactivity
Need someone who drives outcomes, not just process
Risk Management Gap
No clear risk ownership or integration into forecasts
Lack of Integration Across Project Controls
Cost, schedule, and forecasting not fully aligned
Inconsistent External Representation
Need a strong, consistent project controls voice.