General Superintendent at Thornton Construction Company

Opa-Locka, Florida, United States -

Full Time

Start Date

Immediate

Expiry Date

30 Jul, 26

Salary

0.0

Posted On

01 May, 26

Experience

10 year(s) or above

Remote Job

Yes

Telecommute

Yes

Sponsor Visa

Skills

Construction Management, Field Operations, Safety Compliance, OSHA Regulations, Project Scheduling, Subcontractor Management, Budget Control, Team Leadership, Communication Skills, Quality Management, Contract Administration, Problem Solving, Time Management, Organizational Skills, Construction Scheduling, Personnel Management

Industry

Construction

Description

Direct Manager: Project Manager Department: Operations Direct Reports: Foreman, Laborer The Senior Superintendent is responsible for managing all field operations on the project(s) assigned in order to achieve timely and profitable completion of each project. The Senior Superintendent directly supervises superintendents, foremen and the field labor force. This position must demonstrate strong leadership, organizational and time management skills, as well as have strong communication and client service skills. OVERALL FOCUS 1. OVERSEE, MANAGE AND DOCUMENT ALL DAY-TO-DAY JOB SITE ACTIVITIES INCLUDING OSHA SAFETY COMPLIANCE. 2. SCHEDULE AND MONITOR FIELD PRODUCTIVITY. 3. HAVE A THOROUGH AND COMPLETE KNOWLEDGE AND UNDERSTANDING OF THE OWNER CONTRACT, SUBCONTRACTS, CONTRACT DRAWINGS, SPECIFICATIONS AND ADDENDA, AND TO ASSIST THE PROJECT MANAGER IN THE DEVELOPMENT OF THE ON-SITE PROCEDURES. 4. COMMUNICATE ISSUES, EVENTS, PERFORMANCE AND PROGRESS DAILY TO THE PROJECT MANAGER. 5. REPORT ANY PROBLEMS PROMPTLY TO THE PROJECT MANAGER TO FACILITATE THE MOST COST-EFFECTIVE SOLUTIONS. 6. ESTABLISH EFFECTIVE WORKING RELATIONSHIPS WITH CLIENTS AND THORNTON TEAM MEMBERS. 7. REQUEST ADVICE AND ASSISTANCE FROM THE PROJECT EXECUTIVE ON MATTERS PERTAINING TO MATERIALS, SEQUENCING, SCHEDULING AND PERSONNEL. 8. CONTROL FIELD COSTS FOR IN-HOUSE AND SUBCONTRACT WORK. SUPERVISE FIELD WORK FORCE TO ASSURE ALL WORK IS PUT IN PLACE IN THE MOST COST EFFICIENT MANNER. PRE-CONSTRUCTION 1. IDENTIFY PRE-MOBILIZATION ACTIVITIES IN CONJUNCTION WITH THE PROJECT TEAM. 2. DEVELOP START-UP SCHEDULE WITH PROJECT MANAGER AND SEND IT TO THE PROJECT EXECUTIVE FOR REVIEW. SCHEDULING 1. FORMULATE AND IMPLEMENT CONSTRUCTION SCHEDULES IN THE FIELD. 2. ESTABLISH AND IMPLEMENT THE PROJECT BASELINE SCHEDULE BASED ON THE PROJECT CONTRACTS AND SUBCONTRACTOR INPUT, TAKING INTO ACCOUNT ANY ELEMENTS THAT MIGHT IMPACT THE SCHEDULE. 3. MAINTAIN THE SCHEDULE AND ENSURE THAT WORK PERFORMED IS CONSISTENT WITH THE CONTRACT AND WILL MEET OR EXCEED CLIENT EXPECTATIONS. 4. UPDATE PROJECT SCHEDULE MONTHLY. 5. PROVIDE PROGRESS REPORT WITH THE TWO-WEEK LOOK AHEAD OF SCHEDULE TO THE PROJECT MANAGER AND THE FIELD STAFF. SAFETY 1. ENSURE THAT ALL SUBCONTRACTORS PARTICIPATE IN A SAFETY PRE-CONSTRUCTION MEETING PRIOR TO STARTING WORK ON THE PROJECT. 2. ENSURE THAT ALL SUBCONTRACTORS HAVE A FULL SET OF MSD SHEETS ON THE PROJECT, AS WELL AS THEIR SITE SPECIFIC SAFETY PLAN AND CURRENT INSURANCE CERTIFICATE. 3. REVIEW THE PROJECT DAILY TO ENSURE THAT ALL ACTIVITIES ARE BEING PERFORMED IN ACCORDANCE WITH ALL OSHA AND GOVERNING REQUIREMENTS AND THE PROJECT SITE SPECIFIC SAFETY PLAN. 4. ATTEND THORNTON’S MONTHLY SAFETY MEETINGS. 5. PROVIDE WEEKLY SAFETY CHECKLIST TO PROJECT MANAGER. 6. SCHEDULE AND CONDUCT WEEKLY TOOL BOX TALKS. 7. ISSUE SUBCONTRACTOR SAFETY VIOLATIONS AND SUBMIT WEEKLY TO PROJECT MANAGER. QUALITY MANAGEMENT 1. ENSURE THAT ALL PERTINENT BENCHMARKS FOR THE PROJECT ARE ESTABLISHED AND INSERTED INTO THE BASELINE SCHEDULE. 2. ENSURE THAT ALL 1ST DELIVERY INSPECTIONS AND BENCHMARK INSPECTIONS OCCUR PER THE BASELINE SCHEDULE SO AS NOT TO IMPACT THE PROGRESSION OF THE SUBSEQUENT WORK. 3. ENSURE THAT THE INSPECTIONS ARE APPROVED, DOCUMENTED AND COMMUNICATED TO THE PROJECT TEAM. 4. SUBCONTRACTOR AND SITE MANAGEMENT THROUGHOUT THE PROJECT 5. MANAGE SITE PRE-CONSTRUCTION INCLUDING PRE-CONSTRUCTION SURVEY, JOB SITE UTILIZATION AND STAGING PLANS. 6. MOBILIZE THE FIELD OFFICE AND MAINTAINS THE JOB SITE TO THORNTON STANDARDS. 7. ORGANIZE DOCUMENTATION OF THE JOB SITE FOR EASY ACCESS AND REVIEW. 8. MANAGE SUBCONTRACTOR PERFORMANCE TO QUALITY AND ETHICAL STANDARDS. 9. WORK WITH PM TO IDENTIFY AND RESOLVE PERSONNEL ISSUES AND CONSTRUCTION PROCESS REVISIONS. 10. MANAGE ALL PHASES OF THE CONSTRUCTION PROCESS INCLUDING DOCUMENTING AND REPORTING SITE ACTIVITIES AND PROGRESS, MANAGE EXCAVATIONS AND ASSIST WITH JOB SITE UTILIZATION PLAN. MEETING MANAGEMENT 1. ATTEND PROJECT TURNOVER, MOBILIZATION AND PROJECT COORDINATION MEETINGS. 2. ATTEND/ CHAIR SAFETY PRE-CONSTRUCTION MEETINGS. 3. ATTEND/CHAIR WEEKLY FOREMAN AND SAFETY MEETINGS. 4. ATTEND/CHAIR MONTHLY SCHEDULE REVIEW MEETINGS. 5. ATTEND CLOSEOUT MEETINGS. 6. ATTEND OWNER MEETINGS. 7. ATTEND/CHAIR SUBCONTRACTOR MEETINGS AND ANY OTHERS NECESSARY TO MONITOR AND MANAGE THE PROJECT. ADMINISTRATIVE MANAGEMENT 1. COMPLETE AND IMPLEMENT CONSTRUCTION OFFICE CHECKLISTS INCLUDING EMERGENCY PHONE LISTS. 2. COMPLETE DAILY REPORTS AND MAINTAINS LOGS OF KEY ACTIVITIES, FILES AND SHOP DRAWINGS. 3. MANAGE THE QUALITY AND CONDITION OF ALL MATERIAL DELIVERIES 4. MAINTAIN REQUIRED SAFETY REPORTING AND ALL OTHER REQUIRED FILES TO THORNTON STANDARDS. 5. ENSURE THAT AS-BUILT WORKING DRAWINGS ARE MAINTAINED AS WELL AS THE CURRENT DRAWING LOG AND REVISION LOG, COMMUNICATING THIS TO THE SUBCONTRACTORS. PROJECT CLOSEOUT 1. MANAGE SUBCONTRACTOR CLOSEOUT, TRANSFER OF UTILITIES, OWNER TRAINING, WORK LIST AND PUNCH LIST. TRAINING 1. RECOGNIZE THE IMPORTANCE OF PARTICIPATING IN TRAINING PROGRAM BY CONTRIBUTING BOTH IN CLASS AND AS A SME (SUBJECT MATTER EXPERT). TEAM LEADERSHIP 1. STRIVE TO CREATE SYNERGY AND A TEAMWORK ATMOSPHERE ON THE PROJECT. 2. LEAD BY EXAMPLE BY ESTABLISHING THE WORK ETHIC GUIDELINES FOR THE ENTIRE TEAM AND THEREFORE ESTABLISHES THE BOUNDARIES AND EXPECTATIONS. 3. ORGANIZE PERIODIC TEAM EVENTS AND TRAINING SESSIONS. 4. TAKE ACTION IMMEDIATELY WHEN PERSONAL CONFLICTS EMERGE AMONG THE TEAM. QUALIFICATIONS 1. MINIMUM 8+ YEARS OF INDUSTRY EXPERIENCE. 2. IN DEPTH KNOWLEDGE OF THE CONSTRUCTION PROCESS INCLUDING SCHEDULING, CONTRACT ADMINISTRATION, EQUIPMENT, MANPOWER, ETC. 3. DEMONSTRATED ABILITY TO LEAD FIELD OPERATIONS. ATTRIBUTES FOR SUCCESS 1. CANDIDATE MUST POSSESS THORNTON’S CORE VALUES: RESULTS DRIVEN, PROACTIVE, SAFETY CONSCIOUS, PEOPLE FOCUSED, CUSTOMER ORIENTED, AND TEAM ORIENTED. 2. EXCELLENT TEAM DEVELOPMENT SKILLS AND LEADERSHIP ABILITIES. 3. STRONG ABILITY TO PARTNER WITH THE PROJECT MANAGER AND STAFF. 4. COMMITTED TO EXCELLENCE. 5. SELF-MOTIVATED AND SELF-CONFIDENT. 6. MUST POSSESS EFFECTIVE COMMUNICATION SKILLS. 7. CAPABLE OF DEALING WITH AMBIGUITY AND TIGHT WORK OVERSIGHT. 8. ABLE TO CONSTANTLY MULTI-TASK AND HANDLE COMPETING PRIORITIES BETWEEN THORNTON’S BUSINESS NEEDS AND ORGANIZATIONAL ISSUES WHILE MAINTAINING EXCELLENT CUSTOMER RELATIONS. 9. MUST POSSESS BUSINESS JUDGMENT TO NEGOTIATE THE CRITICAL BALANCE BETWEEN BUDGET AND CONSTRUCTION PROCESSES. 10. EXCELLENT ORGANIZATIONAL SKILLS TO MANAGE THE MANY DETAILS NECESSARY FOR SUCCESSFUL CONSTRUCTION. 11. MUST HAVE JUDGMENT TO KNOW WHEN TO APPROPRIATELY ESCALATE ISSUES UP THE CHAIN OF COMMAND. 12. EXCELLENT MANAGEMENT SKILLS TO EFFECTIVELY MANAGE SUBCONTRACTOR PERFORMANCE TO HIGH QUALITY. 13. A STRONG SENSE OF URGENCY AND INITIATIVE, AND THE ABILITY TO QUICKLY STUDY AND REACT TO COMPLEX ISSUES, AND RESOLVE CONFLICT EFFECTIVELY IN A FIRM BUT FAIR MANNER. 14. EXCELLENT PROBLEM-SOLVING SKILLS AND THE ABILITY TO TAKE ACTION CONFIDENTLY AND DECISIVELY.

Responsibilities

The General Superintendent is responsible for managing all field operations, including scheduling, safety compliance, and subcontractor performance to ensure timely and profitable project completion. They act as the primary liaison between the field staff and the Project Manager to resolve issues and maintain project standards.