Director, Project Management & EPC Procurement
Description
Role Summary
The Director, Project Management & EPC Procurement is accountable for
end‑to‑end project delivery readiness and EPC procurement strategy across
Recurrent Energy’s utility‑scale solar and storage portfolio in North America.
This role sits at the critical intersection of Development handoff, EPC contracting,
owner‑procured equipment (OPE), and execution risk, ensuring that projects
transition from development into construction with clear scope, controlled cost,
defensible schedule, and disciplined capital deployment.
The Director owns:
• EPC procurement strategy and execution (RFP → negotiation → award),
• Project management standards and governance, and
• Portfolio‑level coordination of long‑lead and owner‑procured equipment in
alignment with IC decision gates.
Core Responsibilities:
1. EPC Procurement & Contracting Leadership
• Lead and govern the EPC RFP, bid evaluation, and contractor selection
process in accordance with Recurrent’s EPC Committee and approval
frameworks.
• Set portfolio‑wide EPC contracting strategies (full wrap vs. split scope, EPCm,
hybrid models).
• Oversee commercial negotiations, risk allocation, LD structures, guarantees,
and schedule protections.
• Ensure EPC contracts are execution‑ready before NTP (clear scope, exhibits,
milestones, pricing, and interfaces).
2. Project Management & Execution Readiness
• Establish and enforce project management standards from handoff through
COD.
• Ensure each project has:
o an integrated schedule (development, procurement, construction),
o a validated cost baseline,
o defined interface ownership (EPC, OPE, utility, IE).
• Provide portfolio‑level oversight of cost, schedule, risk, and change
management.
• Act as executive escalation point for claims, disputes, LD exposure, and
recovery strategies.
3. Owner‑Procured Equipment (OPE) & Long‑Lead Strategy
• Coordinate with Supply Chain and Engineering on modules, inverters, MPTs,
breakers, and HV equipment procurement.
• Align OPE commitments with IC approval gates to avoid premature capital
lock‑in.
• Ensure clear contractual interfaces between EPC contractors and
owner‑procured vendors.
• Manage portfolio exposure to supply chain risk, storage, logistics, and
schedule dependencies.
4. Development → EPC Transition Governance
• Partner with Development and Engineering to ensure projects entering EPC are
technically and commercially mature.
• Validate that land, permitting, interconnection, and design status support EPC
pricing and schedules.
• Prevent EPC awards on unsupported assumptions or binary development
risks.
5. Portfolio & Investment Committee Support
• Provide IC‑grade inputs on:
o CAPEX readiness,
o procurement exposure,
o schedule risk,
o sequencing of capital commitments.
• Support IC decision‑making with clear trade‑offs (optionality vs. commitment).
• Maintain transparency on where capital becomes irreversible across the
portfolio.
6. Team Leadership & Capability Building
• Lead and mentor Project Directors, Senior Project Managers, and EPC
Procurement resources.
• Build a consistent, high‑performing PM discipline across regions.
• Serve as a senior interface to EPC partners, Independent Engineers, lenders,
and tax equity.
Key Interfaces
• Development
• Engineering
• Supply Chain / Procurement
• Finance & Project Finance
• Legal & Risk
• Independent Engineers
• EPC Contractors & Major OEMs
Qualifications & Experience
Required
• 15+ years of experience delivering utility‑scale solar and/or battery projects.
• Deep hands‑on experience with EPC procurement and contract negotiation.
• Proven leadership of multi‑project portfolios ($1B+ cumulative EPC value
preferred).
• Strong understanding of owner‑procured equipment and HV interconnection
scope.
• Ability to operate at both executive and execution detail levels.
Preferred
• Experience across multiple procurement models (EPC, EPCm, split scope).
• Track record managing claims, schedule recovery, and distressed projects.
• Familiarity with Project Finance, lender, and tax equity requirements.
What Success Looks Like (12–18 Months)
• EPC awards occur with fewer post‑NTP change orders and pricing surprises.
• Projects reach NTP with clean scope, schedule, and procurement alignment.
• Clear linkage between IC approvals and procurement commitments.
• Reduced portfolio exposure to long‑lead equipment bottlenecks.
• Strong, consistent project leadership bench across regions.
Why This Role Matters at Recurrent
This role exists to ensure that Recurrent does not confuse momentum with
readiness.
The Director provides disciplined governance so that capital is committed
intentionally, risks are owned explicitly, and EPC execution starts on solid ground.