Commercial Project Delivery Director

Commercial Project Delivery Director BRIEF DESCRIPTION OF SUNSTRONG MANAGEMENTSunStrong Management is a leading independent asset management and servicing platform specializing in residential and commercial solar energy portfolios. SunStrong provides end-to-end services including operations and maintenance, customer billing and support, asset performance management, and investor reporting. The company partners with leading capital providers to optimize clean energy assets at scale, supporting the growth of distributed renewable energy while delivering reliable performance and exceptional customer experience THE COMMERCIAL PROJECT DELIVERY DIRECTOR POSITION SunStrong Management is seeking a remote Commercial Project Delivery Director. SunStrong delivers technical asset management and operations for a renewable portfolio spanning solar, battery energy storage, wind, and EV infrastructure. Project Delivery reports into Commercial Operations by design: the organization that will operate an asset for thirty years controls the standard by which it is accepted at twelve months. The Commercial Project Delivery Director owns the execution of SunStrong's construction and capital project portfolio and the quality of every asset handed to Operations. The role is accountable for schedule, cost, safety, and — distinctively — for the long-term operability of what gets built. It carries commercial ownership of EPC relationships, gate discipline across the delivery path, and the capability of the delivery team. Part of this will be to create protocols, reporting and other organizational processes where none currently exist. This is not a scheduling or reporting role. The Director is expected to hold a gate against schedule pressure, to refuse an incomplete turnover package, and to defend a punchlist category on the record with a contractor who would prefer it to be dropped. COMMERCIAL PROJECT DELIVERY DIRECTOR RESPONSIBILITIESDelivery Governance Own the Project Delivery to Operations Protocol — maintain it, enforce it, and revise it against what each project cycle exposes. Serve as decision authority at Gates 0, 2, and 6; support the VP of Commercial Operations at Gate 5 Operability Acceptance with a documented recommendation and risk position. Resolve punchlist category disputes on the record; escalate to the VP any request to waive a Category A item. Maintain the portfolio gate forecast and surface projected holds early enough that they are decisions rather than emergencies. Establish and maintain the fleet equipment standard and the operability review checklist in partnership with Portfolio Management and Field Service. FSP Commercial Ownership Own the commercial relationship with Field Service Partners — selection, negotiation support, performance management, and escalation. Direct contract abstraction and ensure Baseline Exposures are identified, owned, and mitigated before a project advances. Negotiate change orders within delegated authority; prepare and defend positions above that threshold. Maintain the FSP performance scorecard and translate it into award decisions, negotiated terms, and surveillance intensity on subsequent projects. Pursue performance guarantee, warranty, workmanship, and latent defect claims in coordination with Legal and Asset Management before claim windows expire. Portfolio Execution Own aggregate schedule, cost, and cost-to-complete across the delivery portfolio; approve baseline changes. Allocate Project Managers and Project Controls resources against project complexity, exposure, and geography. Chair the weekly internal delivery standup and the monthly owner project review. Own the delivery risk register and drive mitigation to closure rather than to documentation. Interface with Asset Management on COD-dependent lender, tax equity, and host obligations, and Finance on capital forecasting and cash flow. Safety and Quality Establish the owner-side safety expectation for EPC and subcontractor personnel; verify that stop-work authority is real on every site. Ensure incident and near-miss investigation quality meets SSM standards regardless of which party performed the work. Direct the Inspection and Test Plan review process and the designation of hold and witness points across the portfolio. Drive quality trending — punchlist volume normalized to MW, recurrence rate, nonconformance disposition — into contractor selection and design standards. Organizational Leadership Build and develop the Project Delivery team — hiring, leveling, development plans, and succession. Establish competency standards for advancement within the Project Manager ladder and the Project Controls track. Drive the working relationship between Project Delivery and Operations so that operability input arrives at design review, not at turnover. Represent Project Delivery to GoodFinch, lenders, tax equity partners, and host customers. MINIMUM REQUIREMENTS Ten or more years in construction or project delivery within ener