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Project Head

India

Job Description – Project Head (Non-CNG – Pan India Project)


Project Planning & Execution:
Lead the end-to-end planning, coordination, and execution of the Pan India Non-CNG project, ensuring delivery within timelines, budget, and defined quality standards.

Team Management:
Manage and supervise a team of project managers, engineers, site supervisors, and other project staff. Allocate responsibilities, monitor performance, and ensure accountability for achieving project milestones.

Stakeholder Coordination:
Serve as the key point of contact for clients, vendors, consultants, and internal stakeholders, ensuring transparent communication and efficient problem resolution.

Budget & Cost Control:
Prepare detailed project budgets, monitor costs, optimize resource allocation, and enforce cost-control measures to maintain financial health and project profitability.

Compliance & Safety:
Ensure adherence to statutory regulations, company policies, and safety protocols at the project site, minimizing risk and ensuring a safe work environment.

Technical Oversight:
Provide technical leadership for design, engineering, procurement, and construction activities specific to the Pan India project. Resolve technical challenges in a timely manner.

Frequent Travel:
This role requires frequent travel to the Pan India project site and other locations as required, to oversee project progress, conduct site inspections, and coordinate on-ground activities directly.

Reporting & Documentation:
Prepare and submit periodic progress reports, detailed MIS dashboards, and all necessary project documentation for management review and audit purposes.

Client Satisfaction:
Ensure that project deliverables meet client expectations by maintaining quality standards, delivering on time, and addressing client concerns proactively.

Continuous Improvement & Strategic Inputs:
Implement best practices, contribute to process improvements, and offer strategic inputs to improve operational efficiency in current and future projects.

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