Director of Design & Construction - REMOTE (R-7090)

Nationwide, POSITION SUMMARY: The Director of Design and Construction owns the end‑to‑end delivery of all construction and design work for new schools, relocations, remodels, and refresh projects. This role ensures projects are delivered on time, on budget, code‑compliant, and fully ready for installation and operations , while protecting capital and enabling successful launches. CORE RESPONSIBILITIES:

Design, Scope & Tenant Improvement Definition

Owns final construction scope, drawings, specifications, and Tenant Improvement (TI) definition. Ensures design aligns with operational needs, launch requirements, and brand standards. Confirms scope is complete, buildable, and cost appropriate before construction begins.

Permitting, Inspections & Code Compliance

Owns all permitting, inspections, and code compliance during construction. Tracks and resolves AHJ requirements, ensuring no permit‑related delays. Owns Certificate of Occupancy (CO) readiness and delivery.

Construction Delivery (New, Remodel & Refresh)

Owns end to end construction delivery across: New schools Relocations Major remodels Refresh projects Accountable for schedule, cost, and quality throughout execution.

Budget, Change Orders & Cost Control

Owns construction budgets post‑approval. Negotiates and approves change orders within authority. Owns mitigation and recovery plans for cost overruns. Provides early visibility and options when budget risk emerges. Owns the turnkey TIA package, per the requirements of each lease, complete with all necessary documents including contracts, lien waivers and forms requested by the Landlord. The submission of each TIA package should be timely, accurate and given to the Real Estate Manager for submission.

Contractor & Consultant Management

Owns contractor selection and onboarding. Manages day to day GC and consultant performance. Holds vendors accountable to schedule, quality, and safety expectations.

Quality Control, Punch Lists & Turnover

Owns construction quality and punch list resolution. Ensures spaces are delivered clean, complete, and ready for install and operations. Owns completeness and accuracy of construction turnover documentation.

Construction → Facilities & Install Handoff

Owns construction handoff to Facilities and Installation teams. Ensures building readiness for FF&E installation. Delivers a space that supports launch readiness without rework or delay.

PERFORMANCE SCORECARD MISSION Deliver high‑quality school environments on time, on budget, and ready for launch , while protecting capital and reducing delivery risk. 12–24 MONTH SUCCESS OUTCOMES

New schools open with buildings that are fully ready for installation and operations. Construction schedules are predictable and trusted. Budget variance is minimized and clearly explained when it occurs. Facilities and Launch teams experience clean, low‑friction handoffs. Fewer emergency fixes and post‑open construction issues

PRIMARY KPIs

On‑Time Construction Delivery

% of projects delivered on or before committed substantial completion date.

Construction Budget Performance

Final construction cost variance vs approved budget. Number and value of change orders per project.

Quality at Turnover

Punch list size and duration. Post‑handoff construction defects (30–60 days post‑open).

Permit & CO Performance

% of projects achieving CO on or before target date. Permit or inspection delay incidents.

Handoff Readiness

Install‑ready buildings at handoff (no rework required). Facilities acceptance without material exceptions.

Risk Management & Recovery

Timeliness and effectiveness of recovery plans for delays or overruns. Early escalation of schedule or cost risk.

Vendor Performance

GC and consultant performance against schedule, quality, and communication expectations. Adoption of improved tools, templates, and processes.

LEADERSHIP BEHAVIORS

Owns outcomes, not just process. Escalates early, proposes solutions. Protects launch teams from construction surprises. Balances speed, quality, and fiscal discipline. Models accountability and clarity

WHY THIS ROLE MATTERS At 12 openings per year:

Construction errors multiply fast. Small delays become revenue events. Poor handoffs ripple across enrollment, launch, and ops.

This role is a value‑protection and value‑creation role , not a cost center.