Director of Data Center Construction

The Project Director is responsible for leading the successful delivery of hyperscale data center campuses (1GW–8GW+) through a highly collaborative, integrated approach.

This leader is not only accountable for outcomes—schedule, cost, safety, and quality—but also serves as the central facilitator across development, design, construction, and operations, ensuring alignment among diverse stakeholders including internal teams, general contractors, trade partners, utilities, and customers.

Success in this role is defined by the ability to provide leadership, create clarity, foster trust, and orchestrate execution across a complex ecosystem.

In addition to driving project execution, the Director champions SB Energy’s culture—leading with ownership, accountability, collaboration, and a commitment to continuous improvement while building and mentoring highperforming teams.

Responsibilities

Lead multi-GW campus delivery by aligning cross-functional teams around shared goals, milestones, and constraints.

Establish a culture of transparency, accountability, and proactive communication

Facilitate decision-making across stakeholders, ensuring issues are surfaced early and resolved collaboratively

Translate executive strategy into clear, executable plans across all teams

Ensure program provides incentive structure that ensures exceptional project outcomes with respect to cost, schedule, quality and overall execution

Act as the integration point across development, engineering, procurement, construction and operations

Foster strong partnerships with general contractors and key trade partners, treating them as extensions of the core team

Lead structured coordination forums (e.g., multi-GC alignment meetings, pull-planning sessions, interface workshops)

Break down silos and ensure seamless information flow across disciplines

Integrate the customer to the greatest extent without

Co-develop phased deployment strategies with internal and external partners (e.g., 100MW–300MW increments)

Align construction sequencing with utility delivery, procurement timelines, and customer commitments

Facilitate collaborative schedule development (Last Planner System, pull planning, etc.)

Drive shared ownership of critical path milestones

Lead large, distributed teams by empowering field leaders while maintaining alignment to program objectives

Promote a culture where field insights inform decision-making at all levels

Ensure site logistics, productivity, and sequencing are collectively owned and continuously optimized

Encourage cross-contractor collaboration rather than competition

Structure contracts that incentivize collaboration, performance, and shared success

Lead commercial discussions with a solutions-oriented mindset, balancing risk and partnership

Facilitate resolution of changes, claims, and disputes through alignment and transparency

Ensure financial decisions support long-term program success—not just short-term outcomes

Lead integrated design and preconstruction efforts with a focus on constructability, scalability, and repeatability

Facilitate value engineering sessions that leverage input from all stakeholders

Ensure design decisions are informed by real-world execution constraints

Promote standardization while allowing flexibility where needed

Align procurement strategies with construction sequencing and program priorities

Engage contractors and vendors early to ensure feasibility and buy-in

Facilitate coordination across global supply chain stakeholders

Proactively identify and mitigate procurement risks through collaboration

Lead commissioning strategy with strong coordination between construction and operations teams

Ensure all parties are aligned on readiness criteria and turnover expectations

Facilitate integrated system testing and issue resolution

Deliver facilities that are operationally ready and meet customer expectations

Champion a shared safety culture across all contractors and teams

Facilitate open dialogue around risks, near misses, and lessons learned

Lead program-level risk workshops and mitigation planning

Ensure safety and risk management are collective responsibilities

Serve as a trusted partner to executives, customers, utilities, and regulatory agencies

Communicate program status, risks, and opportunities with clarity and transparency

Build long-term relationships that support future growth and collaboration

Represent the program as a unified effort—not a collection of silos