Project Coordinator at The Gordon Highlander Corporation

, , -

Full Time

Start Date

Immediate

Expiry Date

31 Jul, 26

Salary

0.0

Posted On

02 May, 26

Experience

0 year(s) or above

Remote Job

Yes

Telecommute

Yes

Sponsor Visa

Skills

Project administration, Document control, Meeting logistics, Procore, DocuSign, Data hygiene, Task prioritization, Subcontract management, Permit coordination, Closeout execution, Timekeeping, Communication, Record keeping, Administrative support

Industry

Construction

Description

GH Role Accountability & Growth Guide Project Coordinator Purpose: HR handoff document for onboarding, role clarity, performance alignment, and growth planning. Department Operations Seat reports to Project Manager / Senior PM / Director of Construction Role family Project Management / Operations Support Career path Project Coordinator → Assistant Project Manager → Project Manager I–III Primary systems Procore, DocuSign, document control tools, internal timekeeping and file systems EOS role Supports Scorecard, Rocks, To-Dos, issue follow-through and data hygiene People supported Typically 3–5 Project Managers Role level Entry level / developmental 1. SEAT PURPOSE The Project Coordinator is the operating support seat that helps keep project administration, document control, meeting logistics, and closeout activities accurate, timely, and organized. This role gives Project Managers leverage by taking ownership of repeatable administrative and coordination work so the project team can stay focused on client service, schedule, cost, and field execution. At GH, this is also a development seat. The expectation is not only to support current work well, but to build the habits, judgment, and technical understanding required to grow into the Assistant Project Manager role. 2. WHAT SUCCESS LOOKS LIKE Project setup is complete, accurate, and on time with minimal rework. Meeting notes, logs, commitments, closeout documents, and project files are current and easy for the team to find. Project managers can rely on the coordinator for follow-through, task prioritization, and disciplined communication. The coordinator learns quickly, retains new information, and steadily expands responsibility without losing accuracy. The team experiences the coordinator as organized, responsive, trustworthy, and helpful. 3. CORE ACCOUNTABILITIES Accountability Area Employee Responsibility Manager Standard / What “Good” Looks Like Project launch and setup Set up launch meetings, attend, record notes, and distribute minutes. Set up new projects in Procore. Populate directories, upload drawings/specifications, request MEP CAD files, and print plan sets as needed. Launch items are completed without chasing. Project team can start work from a clean and organized base. Document control and logs Create submittal logs, help track to completion, maintain organized project files, and keep document versions current. Team can trust that current information is in the right place and easy to retrieve. Subcontract and commitment support Issue and track subcontract commitments through Procore and DocuSign. Request COIs tied to contract obligations. Procure and organize owner/GC contract documents. Commitments and backup are sent, tracked, and filed correctly with no preventable misses. Site and mobilization support Coordinate permits, trailer/fencing/facilities/data setup as required, and support startup logistics. Startup tasks are handled early enough that they do not delay field progress. Safety and compliance support Request and build SDS documents as required and support permit and closeout compliance documentation. Required compliance documents are complete, current, and accessible. Closeout execution Manage closeout process, track turnover requirements, and support collection of final documentation. Closeout does not become a late scramble; turnover packages are orderly and complete. Time and administrative discipline Enter time accurately, respond in a timely manner, and manage task priorities across several project managers. Administrative basics are reliable; the role is not a source of avoidable noise or rework. Learning and growth Retain and apply new knowledge, work well with ambiguity, problem solve, and steadily take on more responsibility. Growth is visible quarter over quarter; the employee is becoming promotable, not just busy. 4. DECISION RIGHTS AND ESCALATION RULES * Owns coordination and follow-up of assigned administrative and document-control tasks. * May draft logs, meeting minutes, commitment packages, transmittals, and setup items without waiting for permission, provided they follow GH standards. * Must escalate scope, cost, schedule, contractual, client-facing, legal, insurance, payment, or field execution issues to the assigned Project Manager. * Must not commit GH commercially, contractually, or operationally beyond delegated authority. * When unsure, escalate early rather than make assumptions that create downstream rework. 5. EOS ACCOUNTABILITY * Maintains personal To-Dos, follows through on commitments made in L10-related workflows, and closes loops on assigned action items. * Supports the project team’s Scorecard discipline by keeping source information current and accurate in the systems used to report status. * Participates in issue identification by raising recurring breakdowns, missing information, bottlenecks, and process failures early. * Demonstrates Rocks support by completing the role-specific actions assigned in quarterly priorities. * Behaves consistently with accountability, transparency, and ownership rather than waiting to be chased. 6. SECURITY, SYSTEMS, AND ACCESS EXPECTATIONS * Access is granted only to the systems and folders required for the seat. Access should align with least-privilege principles. * May create, upload, route, and organize project information, but must not approve financial transactions, alter controlled templates without authorization, or share confidential files outside approved channels. * Responsible for file hygiene: correct naming, correct storage location, current versions, and protection of sensitive project, employee, subcontractor, and client information. * Must use approved GH systems for contracts, commitments, logs, and files rather than personal storage or side-channel records. * Any suspected data loss, phishing, incorrect access, or confidentiality breach must be reported immediately. 7. REPORTING AND DATA VISION PARAMETERS * Data entered by the coordinator should be timely, clean, searchable, and decision-useful. * Project setup fields, directories, logs, commitments, notes, and closeout records should be complete enough that a PM, leader, or auditor can understand status without starting from scratch. * Supports reporting integrity by maintaining consistent naming, dates, statuses, and document locations. * Escalates data-quality issues when source information is missing, inconsistent, or late. * Understands that good reporting starts with disciplined entry at the role level; bad data at setup creates bad reporting downstream. 8. WORKING EXPECTATIONS: ABOVE, ACROSS, AND BELOW * Above: receives priorities, coaching, and delegated responsibility from the PM/SPM/Director and communicates early when deadlines or bandwidth are at risk. * Across: supports coordinators, APMs, PMs, superintendents, accounting, preconstruction, and shared services with complete and timely information. * Below: not typically a people-manager seat, but should model professionalism, responsiveness, and dependable execution for interns or newer teammates when applicable. 9. 30 / 60 / 90 DAY EXPECTATIONS Timing Expected Demonstration Manager Check First 30 days Learn GH systems, document standards, meeting-note format, project setup workflow, and file organization expectations. Demonstrate reliability on assigned startup and tracking tasks. Manager confirms the employee understands basic workflows and asks good questions. By 60 days Execute routine setup, notes, logs, commitments, and follow-up tasks with improving independence. Maintain organized records for active projects. Manager sees reduced hand-holding and stronger prioritization across multiple PMs. By 90 days Be a dependable support resource to several PMs, complete recurring tasks with minimal rework, and show readiness to absorb selected APM-level responsibilities. Manager can point to concrete progress, trust, and an initial promotion runway. 10. GROWTH PATH INTO THE NEXT SEAT The immediate next role is Assistant Project Manager. Growth is not based on tenure alone. It is based on demonstrated judgment, consistency, and ability to take on more complex ownership without loss of accuracy. To Grow Into APM, the Employee Must Demonstrate Longer-Term Runway • Understand and build SDS documents as required • Become proficient in Procore PM and financial workflows • Track schedules and understand critical milestones • Support submittal flow and basic document review against contract documents • Participate in meetings, minutes, RFI management, and change tracking • Show stronger commercial awareness, urgency, and ownership Project Coordinator ↓ Assistant Project Manager ↓ Project Manager I ↓ Project Manager II ↓ Project Manager III 11. QUARTERLY REVIEW FRAMEWORK * Execution: Are recurring responsibilities completed accurately and on time? * Reliability: Can the team depend on this person without repeated reminders? * Learning velocity: Is the employee retaining and applying new knowledge quickly? * Communication: Are follow-ups, questions, and escalations timely and clear? * Data discipline: Are files, logs, and setup records current and usable? * Growth: What responsibilities can be added next quarter to move toward APM readiness?

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Responsibilities

The Project Coordinator provides administrative support to project managers by managing document control, meeting logistics, and project setup. They ensure project files are organized, accurate, and current while facilitating smooth communication across the project team.