Business Initiatives Strategist - Construction Delivery (Multiple Locations)

Overview

Drive strategic initiatives and project execution for construction operations.

Key Responsibilities

• change management
• stakeholder relations
• metrics tracking
• project execution
• business case
• reporting

Tasks

-Assist portfolio managers, initiative managers, and peers in the management of various initiatives, collaborating with a diverse group of leaders and stakeholders. -Coordinate personnel readiness and people change management plans for operationalization and adoption of initiatives in conjunction with other corporate departments. -Build and maintain relationships and partnerships across construction and COR (corporate) groups to ensure successful initiative execution. -Develop, present, and disseminate information and training to maximize key stakeholders’ knowledge and adoption of new and existing initiatives. -Facilitate dissemination of information to office locations and project teams as part of the overall communications and project management process. -Lead the creation, execution, and implementation of internal construction initiatives and special projects, including operational, process, and organizational improvements, technological and asset investments, and capital improvement projects. -Facilitate the identification of business gaps and opportunities, then lead or assist as necessary in the creation of defensible business cases, business plans, and internal governance approvals. -Track, monitor, and report initiative metrics, project deadlines, and benchmarks, supporting monthly progress reports covering action items and progress updates. -Plan, coordinate, and facilitate on-site and off-site meetings, including project orientation, training, stakeholder meetings, team meetings, and periodic reviews. -Support and assist the portfolio manager by preparing and maintaining comprehensive reports on project progress, resource utilization, and budget adherence; provide daily KPI updates and identify potential risks or issues. -Convert internal business initiatives into specific purposes, goals, strategies, milestones, and deliverables. -Lead initiative status updates and presentations, including engagement approaches, impacts, benefits, and barriers, to influence adoption and decision-making.

Requirements

• bachelor's
• project management
• leadership
• microsoft office
• change management
• communication

What You Bring

-Minimum 4 years of related professional experience. -Demonstrate leadership skills. -Proficient computer skills (e.g., Microsoft Office Suite). -Minimum 2 years of experience developing and executing strategic initiatives, projects, or special projects. -Ability to work methodically and analytically in a quantitative problem-solving environment and demonstrate critical thinking skills. -Applicable years of experience may be substituted for the degree requirement. -Strong attention to detail, facilitation, team building, collaboration, organization, and problem-solving skills. -Prior initiatives management or project management experience required. -Knowledge of standard people change management techniques, principles, and procedures preferred. -Experience developing and executing communication plans. -Bachelor's degree in construction management, business administration, project management or related field. -Excellent written and verbal communication skills.

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About Burns & Mcdonnell

-The firm grew steadily from municipal roots, evolving into a global design‑build leader with integrated engineering, architecture, and construction services. -Headquartered in Kansas City, it has expanded its operations to more than 75 offices worldwide, including locations in the US, Canada, UK, UAE, India, and the Middle East. -It specializes in sectors such as water, power, transportation, aviation, manufacturing, and oil & gas, undertaking projects ranging from airports to chemical facilities. -Its full‑service model encompasses consulting, design, procurement, construction, and commissioning, ensuring seamless project delivery from concept to operation. -The company is 100% employee‑owned, following a significant employee buyout in the 1980s that redefined its trajectory.

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