Director, Quality Control
About the role
The Director of Quality Control is a critical position within Richard Group, a fast-growing national general contractor. Reporting to the Senior Vice President of Operations, the role is flexible in terms of location, with no requirement for relocation. The role involves national travel to active project sites approximately three weeks per month.
Responsibilities
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.
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 falls below the corporate floor.
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.
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.
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.
Ensure quality is instilled throughout the building process rather than checked only at the end, and diagnose any program — the company's or a project's — and name precisely what is missing and why.
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.
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.
Coordinate with operations and technology leadership to embed quality into project workflows.
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.
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.
Assess, mentor, and develop the field quality organization, coming alongside team members and delivering feedback and criticism constructively and without diminishing anyone.
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-functionally coordinate with program managers and regional operations leadership on project delivery, aligning quality expectations across the federal and commercial portfolios.
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.