Project Leader – EV Workshop

Responsibilities

Property Lease & Permits Run the site search end to end — brief, shortlist, zoning and power-supply (CFE) checks, due diligence and commercial comparison. Negotiate the lease with the landlord and counsel, and bring it to the CEO ready for signature. Secure every license the site needs to operate — municipal operating license, Nuevo León state environmental filings for the workshop, hazardous-waste registration, fire and civil-protection sign- off.

Own the permitting calendar and keep it off the critical path — filings run in parallel with construction, not after it. Build-Out & Facilities Translate the operating requirements into a layout — service bays, body shop and paint area, parts store, yard, customer reception and vehicle delivery area, offices. Select and manage the architect, contractor and specialist suppliers; run the tender and hold them to scope, schedule and budget.

Own site readiness end to end — power, connectivity, security, signage, tooling and furniture in place before the first vehicle comes in. Workshop Capability Specify and procure the workshop equipment — lifts, diagnostic tools, EV-safe equipment, paint booth — managing the lead times that, in practice, determine when the shop can open.

Establish the parts supply channel for the AION/GAC fleet, with realistic lead times and a stocking policy. Recruit and train the technician team, including EV-qualified technicians — a scarce profile in Monterrey that has to be planned for, not hoped for. Systems Own the selection and implementation of the systems the workshop runs on — work orders, parts and inventory, maintenance history, service scheduling, telematics and payment rails.

Work with the Systems Implementator and the Finance and Administration Manager so the systems feed billing, CFDI issuance and reporting cleanly from day one. Integrate with the customer-facing platforms, which are owned separately — this role builds the operating backbone behind them, not the customer front end. Team, Budget & Governance Build the launch hiring plan with the CEO and run the recruiting for the site roles.

Own the launch budget — Cap. Ex and Op. Ex — against plan, with a clear view of committed versus spent at all times. Prepare the approval papers for commitments requiring board consent, timed so that approvals never become the delay. Run the weekly program stand-up and the monthly steering review, and keep one live schedule, risk register and decision log.

Launch & Handover Take the workshop through a dry run on Nexovia's own vehicles — every process exercised at least once — before the first paying customer. Hand over a working operation to the team that will run it, documented well enough to be repeated in the next city.