Utah, Business Unit Leader

Business Unit Leadership and P&L Ownership

• Own the Utah business unit's annual revenue, gross profit, and net operating result against budget.
• Set and defend the annual operating plan, reforecasting as job mix and market conditions change through the year.
• Review WIP, JTD, and EAC monthly across all active jobs, and intervene early on jobs trending off-budget.
• Own the change order request (COR) pipeline for the business unit, keeping aging exposure visible and driving resolution with clients and general contractors.
• Report Utah's financial and operational performance to the SVP, Rocky Mountain Region on a regular cadence.

Field Execution and Operations

• Hold the Operations Manager and superintendent team accountable for schedule, quality, and cost performance on every active job.
• Ensure Suntec's execution standards (ACI 318, 305R, 306R, 117, 360R) are applied consistently across Utah work.
• Resolve cross-crew and cross-job resourcing conflicts, keeping labor and equipment allocated to the highest-priority work.
• Own final escalation for any field issue the Operations Manager cannot resolve at their level.

Project Team Oversight

• Hold the Sr. Project Manager accountable for commercial delivery across the Utah portfolio, with Project Manager / Construction Manager (PM/CM) pairs reporting through that role rather than directly to the Director.
• Approve PM/CM pairings by project on the Sr. PM's recommendation, balancing complexity, client relationship, and developmental fit.
• Hold the Sr. PM and Operations Manager jointly accountable for the balance between commercial and field performance, since neither owns a project outcome alone.
• Serve as the escalation point for scope, contract, and client disputes the Sr. PM cannot resolve.
• Maintain direct visibility into every active job through the monthly job cost review.

Estimating, Preconstruction, and Business Development

• Own Utah's bid strategy and pursuit selection, balancing backlog needs against margin discipline.
• Ensure a clean handoff from estimating into project kickoff, with scope, budget, and risk items clearly transferred to the delivery team.
• Partner with the Director of Business Development, Suntec Holdings and the broader BD manager group on Utah pipeline development, carrying the local BD load jointly with the Sr. Project Manager.
• Bring local market intelligence, client relationships, and Utah-specific pursuit judgment into the shared BD process.
• Own pursue and no-pursue decisions for local Salt Lake City work, and coordinate multi-region and strategic pursuits with Suntec Holdings Business Development.

Safety Leadership

• Own Utah's safety performance against Suntec's TRIR target and hold every level of the organization accountable to non-negotiable safety standards.
• Review incident trends monthly with the Safety Manager and require corrective action plans on any adverse trend.
• Model visible, felt safety leadership on jobsites; safety is a leadership behavior, not a delegated function.

Talent Development and Organizational Structure

• Build and maintain the Utah org chart, ensuring every seat has a clear role, a named owner, and a defined path to the next level.
• Maintain the Utah organizational structure in line with company standards.
• Develop direct reports against Suntec's Leadership Excellence Formula and PM/CM career architecture.
• Own succession planning for every direct report, maintaining at least one identified internal candidate for each critical role.
• Conduct or oversee annual performance reviews for all direct reports.

Direct & Indirect Reports

• Sr. Project Manager: owns commercial delivery across the Utah portfolio, with three PM/CM pairs reporting through this role as equal partners.
• Operations Manager: owns field execution and field support, covering one superintendent per team (Foundation, Flatwork, Tilt, Finish, Patch, and two Structural) plus the Yard Manager.
• Safety Manager: owns Utah's safety program, JHA compliance, and TRIR performance.
• Estimator, HR, and Business Development: carry a dual reporting line to regional or shared-services functions while running day to day through the Director.

Key Partnerships Outside the Reporting Line

The Director is expected to build and drive these relationships proactively.

• Director of Business Development, Suntec Holdings: joint ownership of Utah pipeline strategy, pursuit selection, and client development.
• Business Development managers across Suntec: shared client intelligence and coordinated pursuit of multi-region opportunities.
• SVP, Rocky Mountain Region: regional strategy, resource sharing across Colorado and Special Projects, and escalation.
• Shared-services and regional leads for Estimating, HR, and Yard: functional standards, staffing on the dual-reporting roles, and capital equipment decisions.