Director, Quality Control

Position: Director of Quality Control (title flexes to Executive Director or Vice President for the right leader) Reports To: Senior Vice President of Operations Location: Flexible; candidate may be based anywhere with strong connectivity to a major airport. Relocation is not required. Travel: National role with travel to active project sites approximately three weeks per month. Compensation: Competitive compensation commensurate with experience, including base salary, annual bonus, participation in the company's employee stock ownership plan (ESOP), 401(k) match, and eligibility for a long-term incentive program for select leaders. Chamberlain Advisors is conducting an executive search on behalf of Richard Group, a fast-growing national general contractor recognized among the country's leading builders. Operating a core federal portfolio for the Department of Defense and other federal agencies under U.S. Army Corps of Engineers (USACE) standards, alongside a rapidly expanding commercial practice spanning healthcare, housing, and industrial markets, the firm has built a reputation for disciplined field execution and a people-first culture. Recently employee-owned through a newly established ESOP and led by a founder-CEO whose current mandate is a return to the fundamentals of building well, the company is investing deliberately in its field-operations leadership. The Director of Quality Control is the capstone of that investment. Core Profile: alignment with the following is required to get you in the conversation Strategic Leadership & Executive Partnership: You will own quality as a corporate function rather than a project-by-project responsibility, partnering directly with the Senior Vice President of Operations and standing peer to the General Superintendent and the Executive Director of Safety as one field-operations leadership team. You will define the national quality standard, hold both direct authority and cross-functional influence over field Quality Control Managers, and represent the function with the credibility of a program owner rather than an administrator of paperwork.Hands-On Program Builder & Field Credibility: You will build in an open lane, converting quality from a set of contract-specific practices into an ingrained corporate program and culture. You will establish the roughly eighty percent of the standard that travels to every job and define the remaining twenty percent that flexes by contract without ever falling below that floor. You will earn credibility on the ground in your first weeks, engaging superintendents, foremen, and Quality Control Managers directly rather than directing from a distance.Systems & Infrastructure Ownership: You will personally architect a Jacobs-caliber, multi-volume quality program that runs from an employee's first day to their last, integrating quality and safety into a single corporate culture rather than two parallel ones. This is a build you will own directly and drive to completion, not delegate; you will design the systems, documentation, and cadence that make the program portable, consistent, and durable across every job in the country.Commercial Translation & Quality Discipline: You will extend USACE three-phase discipline into the company's growing commercial work, where a dedicated quality inspector is often absent, by pushing the same rigor down to superintendents and foremen without the federal certification wrapper. You will ensure quality is instilled through the entire building process rather than inspected at the end, and you will diagnose any program — the company's or a project's — and name precisely what is missing and why.Mission-Aligned Temperament & Cultural Fit: You will bring both existing staff and new hires genuinely onto the program, leading change through the temperament this leadership team is known for: coming alongside people, mentoring, and delivering hard feedback without diminishing anyone. You align with a founder-led, growth-oriented culture and thrive in a national role anchored to a major airport. The executor who can implement a program handed to them but cannot conceptualize, originate, or diagnose one will not succeed in this seat; neither will an owner-side quality professional accustomed to a fundamentally different discipline. Core Responsibilities & Scope Of Work Corporate Quality Program & Executive Partnership Program Ownership: Own the design, build-out, and stewardship of a national corporate quality program, converting today's contract-by-contract implementation into an ingrained, portable standard that reaches every project in the company.Standard Architecture: Define the roughly eighty percent corporate baseline that travels to every job and the roughly twenty percent that flexes per contract, ensuring the flexing layer never drops below the corporate floor.Executive Partnership: Partner directly with the Senior Vice President of Operations and operate as a peer to the General Superintendent and the Executive Director of Safety, functioning as a unified field-operations leadership team across project delivery.Culture Integration: Fuse quality and safety into a single corporate culture rather than two parallel programs, so that consistency and portability travel with every field employee moving between jobs. Federal Quality & USACE Three-Phase Discipline Federal Standard: Uphold and codify USACE three-phase quality discipline across the company's federal portfolio, which applies the USACE benchmark used across NAVFAC, the Department of State, the VA, and most federal agencies.Quality Control Managers: Provide functional leadership to the Quality Control Managers staffed on every federal project, who report straight-line to their project superintendent and program manager with a dotted line to this role; assess, develop, and hire into that team.Program Diagnosis: Evaluate quality programs and active projects to identify precisely what is missing and why, applying the judgment of a leader who has built or rolled out a program rather than merely executed one.Field Support Model: Establish a well-supported quality function, including provision for second or roving Quality Control Managers at peak load and administrative support for submittal, specification, and drawing reviews. Commercial Translation & Field Execution Commercial Discipline: Translate USACE-grade quality discipline to the company's growing commercial work — including multifamily and other non-federal projects — where a dedicated quality inspector is often absent.Process Ownership: Push the three-phase logic down to superintendents and foremen without the federal certification wrapper, ensuring quality is instilled throughout the building process rather than checked only at the end.Field Credibility: Engage directly at the ground level across active projects, earning the trust of field leadership so that Quality Control Managers and supervisors view the function as help rather than oversight.Consistency Across Jobs: Ensure any field employee can move from one job to another and, with light adjustment, remain effective and consistent under a common corporate standard. Systems, Documentation & Program Infrastructure Program Documentation: Build the multi-volume documentation, standards, and procedures that constitute a comprehensive corporate quality program running from an employee's first day to their last.Systems & Tools: Establish the systems, cadence, and infrastructure that make the program repeatable and portable, coordinating with operations and technology leadership to embed quality into project workflows.Onboarding & Rollout: Design the rollout and onboarding approach that brings existing staff and new hires onto the program, so the standard is understood and adopted rather than merely published.Continuous Improvement: Institute review and feedback mechanisms that surface recurring quality issues, close program gaps corporately, and prevent problems that persist today because no one owns them company-wide. Team Leadership, Mentorship & Governance Talent Development: Assess, mentor, and develop the field quality organization, coming alongside team members and delivering feedback and criticism constructively and without diminishing anyone.Change Leadership: Bring both tenured staff and new hires mentally on board with a new program, building the buy-in required for a corporate quality culture to take hold.Cross-Functional Governance: Coordinate with program managers and regional operations leadership on project delivery, aligning quality expectations across the federal and commercial portfolios.Standard of Care: Model and enforce the company's standard of quality with authority and influence, serving as the corporate owner of a function that has historically lived at the project level. Qualifications Approximately twenty years of overall construction experience, with a fifteen-year floor; typically ten to fifteen years in quality management and at least five years in a leadership capacity.Significant federal and Department of Defense construction experience with fluency in USACE standards is required and treated as a go/no-go criterion.CQMC (USACE) certification, or a NAVFAC or DOE equivalent, is a required knockout qualification.Demonstrated experience developing or rolling out a corporate quality program across at least a division or region — not merely executing an existing one — with the ability to diagnose what a program is missing and why.Contractor-side quality leadership background; owner-side quality experience is not a fit for this role.Background at an organization with real, company-wide rigor and uniformity, ideally at a $300M-plus (and realistically $500M-plus) contractor; traditional major contractors and strong upper-middle-tier firms are ideal sources.Command of USACE three-phase quality discipline and the ability to extend that discipline to commercial work without the federal certification wrapper.Adjacent rigor from heavy DOE, pharmaceutical, or industrial environments is a valued complement when paired with meaningful federal experience.Master communicator with high emotional intelligence — treated as a go/no-go temperament — who delivers hard feedback well and earns respect across the organization.Empathetic, in-seat mentor who comes alongside the team, teaches, and advocates for people while holding a high standard.Builder's temperament: conceptualizes and originates rather than only executing, and is comfortable building a national program while it is already in motion.Stable tenure and cultural fit; military, trade, or foreman roots are valued as meaningful experience.Genuine fit for a national role requiring travel to active project sites roughly three weeks per month, anchored near a major airport; relocation is not required. About Richard Group Richard Group is a national general contractor delivering complex federal and commercial construction, from Department of Defense projects built to USACE standards to a growing portfolio in healthcare, housing, and industrial markets. Recognized among the country's leading builders and repeatedly honored for its growth, the firm has earned its reputation on disciplined field execution and a culture that invests deliberately in its people. Under its founder-CEO's current mandate — a return to the fundamentals of building well, done faster, simpler, and more enjoyably — the company is strengthening its field-operations leadership with a defined trio of a General Superintendent, an Executive Director of Safety, and this Director of Quality Control. Now employee-owned through a newly established ESOP and executing a deliberate expansion from a federal core into commercial markets, the company is entering a consequential chapter in its growth. The Director of Quality Control is one of the most significant field-operations hires the organization has made. For the right leader, the role offers a genuinely open lane to build a national quality program from tent poles to a company-wide standard, to shape one integrated culture of quality and safety, and to join a close-knit field-operations leadership team at a builder on a clear upward trajectory.