Director of Project Management

The Director of Project Management leads and develops Archetype’s Project Management department, encompassing the equally valued Program Management and Project Management career tracks. This is primarily a people-and-process leadership position focused on team capability, accountability, consistent delivery, financial stewardship and customer confidence—not routine management of individual projects or programs.

The Director establishes standards, assigns work, balances capacity, coaches PMs, improves systems and resolves issues that require leadership intervention. Success is demonstrated through a capable, increasingly independent PM team and reliable cross-functional execution.

• Team Leadership & Talent Development
  • Lead, coach and develop Program Managers, Senior Program Managers, Project Managers and Senior Project Managers; maintain clear role expectations and accountability.
  • Conduct annual performance reviews and documented quarterly development check-ins; apply a consistent four-point rating framework and coaching plans for inconsistent performance.
  • Own 30/60/90-day onboarding, mentoring, technical and professional development, succession planning and the competency/readiness matrix.
  • Make staffing, performance and advancement recommendations based on demonstrated capability, sustained results and business needs; preserve parity between Program and Project tracks.

• Staffing, Workload & Delivery Oversight
  • Assign incoming customer programs and custom projects, consulting Sales as appropriate; retain final staffing authority, including distribution across multi-PM programs.
  • Review workloads and capacity regularly, accounting for project phase, complexity, risk, deadlines and individual readiness.
  • Ensure one accountable PM per order or project, clear ownership following Sales handoff, and appropriate coverage during absences.
  • Oversee department-wide schedule, financial, customer and closeout performance without becoming the default problem-solver or routinely managing individual projects.

• Processes, Standards & Continuous Improvement
  • Establish consistent Sales-to-PM handoff, documentation, communication, schedule, change-order, escalation and closeout standards.
  • Partner with Design, Production, Installation, Purchasing, Shipping, Accounting and Sales leaders to clarify responsibilities and improve workflows.
  • Resolve cross-functional conflicts escalated after direct PM-to-department-manager collaboration, or immediately when material risk warrants.
  • Set criteria for project kick-off meetings.
  • Set criteria for post-project reviews, ensure root causes and lessons are documented, and drive approved preventive actions.
  • Build practical performance tracking in phases as systems and reliable data become available.

• Financial Stewardship & Decision Authority
  • Promote accurate scope and budget management, margin protection, approved change-order procedures and early identification of financial risks.
  • Review and approve proposed credits, discounts, waived fees, no-charge replacements and other Archetype-absorbed costs before commitment, within a leadership-defined approval limit.
  • Escalate amounts above the approved limit and material strategic/contractual risks to executive leadership and involve Sales when appropriate.
  • Analyze recurring cost overruns and coordinate improvements with affected functional leaders.

• Customer Experience & Strategic Partnership
  • Ensure PMs communicate proactively, acknowledge customer requests within one business day and respond to urgent matters according to their impact.
  • Reinforce immediate/as-prompt-as-practical internal responsiveness when production, installation or customer commitments depend on PM action.
  • Support resolution of significant customer issues while preserving PM ownership of day-to-day communication and execution.
  • Partner with Sales on major customer relationship and commercial concerns, while reducing unnecessary routine Sales involvement.

• Decision Rights & Boundaries
  • Owns PM assignments, people management, standards, readiness assessment and departmental improvement.
  • PMs retain day-to-day decisions within approved scope and budget; functional managers own their employees, resources and technical execution.
  • Senior PMs may mentor and coordinate work, but formal performance management remains with the Director.
  • Financial approval authority for absorbed costs is subject to a separately established executive-approved dollar limit.
• Measures of Success
  • ​​​​Customer confidence, proactive communication and timely issue resolution.
  • PM independence, growth, readiness and consistent accountability.
  • Predictable schedule delivery, disciplined financial outcomes and complete closeout.
  • Reduced recurring issues, effective cross-functional collaboration and sustained process adoption.
  • Balanced capacity, effective onboarding and fair, evidence-based performance management.
• Role Scope
  • ​​​​​​​Reports to: Executive leadership (specific reporting line to be confirmed). | Direct reports: Program Managers, Senior Program Managers, Project Managers and Senior Project Managers. | Financial approval limit: To be established by leadership.