Project Services Director

Job Description — Director, Project Services Position details Item Detail Title Director, Project Services Reports to Vice President of Operations Department Operations — Project Services Scope Project controls, cost, schedule, document control, and equipment for all regions Direct reports Project Controls Manager; Equipment Manager; Quality Manager Location Baton Rouge Operations Office, with periodic travel to regional offices and job sites Classification Full-time, exempt Position summary The Director, Project Services gives Omega one accurate, timely picture of every project's cost, schedule, and documentation.

The role builds and leads the project controls function that Project Managers, Field Operations, regional General Managers, and executives rely on to make decisions. The Director owns the systems, standards, and reporting that turn field and accounting data into forecasts. That includes cost control, project cost accounting, scheduling, document control, and equipment management across Omega's heavy civil and mechanical work.

The Director is a member of the Operations Leadership Team. The role is a builder: it sets up processes that scale as Omega grows, adds new disciplines, and performs work for its parent, Solaris Energy Infrastructure. Organization Project Services reporting structure

• 3 branches The Director has three direct reports: the Project Controls Manager, the Equipment Manager, and the Quality Manager.

Key responsibilities

Project controls leadership Build and lead the Project Services function, including cost controls, project cost accounting, scheduling, and document control. Set one standard for project setup, work breakdown structure, cost codes, and budget loading across all regions. Select, implement, and maintain project controls systems and their links to accounting, estimating, and field reporting.

Cost control and forecasting Own the monthly cost-to-complete and forecast process for every active project. Track committed and actual costs, earned value, labor productivity, and equipment cost against budget. Flag cost and margin risk early and work with PMs and Field Operations on recovery plans. Manage change order tracking and pending-change exposure with Project Managers.

Project cost accounting Oversee job cost accuracy: cost coding, accruals, labor and equipment allocation, and month-end close support. Partner with Finance on revenue recognition inputs, WIP schedule, and project audits. Make sure work for Solaris is costed, documented, and billed at arm's length, the same as third-party work.

Scheduling Set scheduling standards for baseline, update, and look-ahead schedules. Review schedules for logic, critical path, and resource loading; support delay analysis and schedule claims. Document control Own document control standards: drawings and revisions, RFIs, submittals, transmittals, and turnover packages.

Ensure records support contract compliance, change claims, and closeout. Equipment management Lead the Equipment Manager in managing Omega's owned and rented equipment fleet, including equipment technicians and the shop. Own preventive maintenance, inspections, and repair programs to keep equipment safe and available.

Set internal equipment rates charged to projects and track utilization and cost per unit. Make buy, lease, or rent recommendations, and manage equipment purchases and disposals. Coordinate equipment deployment with Field Operations and regional GMs based on project needs. Reporting Produce the weekly and monthly project reports and dashboards used by the COO, executives, and the Operations Leadership Team.

Give each regional GM and PM a clear view of their projects' cost, schedule, and risk. Quality Lead the Quality function through the Quality Manager: the field quality program, inspections, NCRs, and welding quality to ASME B31.3 and the Field Quality Manual. Protect the independence of quality decisions from cost and schedule pressure; the Quality Manager can hold or reject work without cost or schedule override.

People and process Hire, develop, and retain project controls, cost, scheduling, and document control staff. Train PMs, superintendents, and coordinators on cost coding, reporting, and documentation. Drive continuous improvement in controls processes with Operations Excellence. Authority and decision rights The Director decides how projects are controlled and reported; project commitments stay with PMs and GMs under the Financial Release Authority Policy.

Decision Director's role Project setup, cost code, and reporting standards Decides Monthly forecast and cost-to-complete sign-off Approves, after PM and GM review Project controls systems and tools Recommends; VP of Operations approves, with Finance input Escalating a project with cost or schedule risk Decides, directly to the VP of Operations Internal equipment rates and maintenance standards Decides Equipment purchases, leases, and disposals Recommends; approved per the Financial Release Authority Policy Hiring and termination within Project Services Decides, within approved headcount and with HR Commitments and expenditures Per the tier set in the Financial Release Authority Policy Qualifications Required 12+ years in construction project controls, cost engineering, or project management, including 5+ years leading a controls team.

Experience with self-performed heavy civil and/or industrial mechanical work. Deep knowledge of job costing, earned value, forecasting, and WIP reporting. Hands-on CPM scheduling experience (Primavera P6 or Microsoft Project). Experience implementing or administering construction ERP and project management systems. Strong Excel and data skills; able to build reporting others rely on.

Clear communicator with executives, Finance, and field leaders. Preferred Bachelor's degree in Construction Management, Engineering, Finance, or Accounting. AACE certification (CCP, EVP, or PSP) or PMP. Experience overseeing a heavy equipment fleet, shop, or equipment cost and rate program. Experience with Gulf Coast energy, power, or industrial clients.

Experience building a controls function from scratch or through a reorganization. Experience with related-party or affiliate work billed at arm's length. Leadership competencies Brings bad news early and with facts. Builds standards people follow because they help, not just because they are required. Balances rigor with practicality for busy PMs and field leaders.

Develops staff and builds bench strength.