General Superintendent

Jacksonville, FL | Full-Time | Regular Travel Across the Project Portfolio

Reports to: Vice President of Construction
Portfolio scope: Multiple concurrent ground-up multifamily projects
Travel: Regular travel to project sites, including locations outside Jacksonville; overnight travel based on project needs

Role Overview

Strong field performance across a construction portfolio does not happen by accident. It requires one leader who can see across projects, identify risk early, establish non-negotiable standards, and ensure every superintendent has the direction, resources, and accountability to deliver.

RISE is hiring a General Superintendent to serve as the senior field leader of the Construction Division. This position holds portfolio-wide accountability for the safe, on-schedule, on-budget, and quality execution of multiple concurrent ground-up multifamily projects.

This is not a project-specific superintendent role, and it is not a position managed primarily from the corporate office. The General Superintendent must maintain meaningful field presence, provide clear visibility to division leadership, and intervene before an emerging risk becomes a missed milestone, safety event, quality failure, or turnover issue.

The Scope of the Role

Reporting to the Vice President of Construction, the General Superintendent is the primary link between field execution and division leadership. This leader translates company expectations into consistent field practices, develops the superintendent team, identifies portfolio-level risks, and ensures each project is staffed and positioned to succeed.

Because RISE operates as an integrated owner, developer, general contractor, and manager, field decisions affect more than construction. They influence cost, delivery, lease-up, operations, and the resident experience. The General Superintendent must lead with that full-business perspective.

Key Responsibilities

Division-Wide Field Leadership

• Establish and enforce consistent field operating standards across all active projects, including site organization, documentation, reporting, logistics, quality controls, and turnover readiness.
• Maintain regular visibility across the project portfolio through jobsite visits, schedule reviews, superintendent meetings, and direct engagement with project teams.
• Provide the Vice President of Construction and executive leadership with clear, accurate visibility into field performance, emerging risk, staffing needs, and required decisions.
• Identify patterns across projects and drive division-wide corrective action rather than treating recurring issues as isolated jobsite problems.
• Direct intervention on projects that are not meeting expectations and establish measurable plans to restore performance.
• Create accountability without stripping project superintendents of ownership for their jobs.

Field Team Leadership, Development, and Succession

• Lead the selection, onboarding, development, evaluation, and retention of project superintendents and assistant superintendents.
• Set clear performance expectations and provide direct coaching on leadership, planning, communication, schedule ownership, safety, and quality.
• Assess the strength and readiness of the field leadership bench and build succession plans for current and future projects.
• Partner with division leadership to align superintendent assignments with project complexity, location, schedule, and individual capability.
• Address performance issues directly and promptly, with clear expectations, documented follow-through, and appropriate accountability.
• Build a field culture in which leaders share lessons learned, solve problems early, and operate to one consistent RISE standard.

Portfolio Schedule and Production

• Own portfolio-wide schedule performance, including milestone attainment, critical-path protection, contracted turnover dates, and recovery execution.
• Review and challenge baseline schedules, short-interval plans, manpower loading, trade sequencing, material readiness, and site logistics.
• Hold project superintendents accountable for maintaining realistic, current schedules that reflect actual field conditions.
• Direct recovery planning when projects fall behind and verify that recovery plans include clear ownership, adequate manpower, measurable actions, and sustained follow-through.
• Review and approve project logistics, phasing, access, staging, temporary facilities, and sequencing plans before they affect production.
• Partner with project management to resolve procurement constraints, RFIs, change impacts, subcontractor performance issues, and owner decisions that threaten the schedule.
• Protect project financial performance by reducing rework, avoiding preventable delay, and escalating field-driven cost and schedule exposure early.

Safety and Jobsite Risk

• Set the division-wide expectation that production never comes at the expense of safety.
• Champion the company safety program and hold field leaders and subcontractors accountable for OSHA requirements, site-specific safety plans, and safe work practices.
• Conduct and review jobsite safety audits, verify timely corrective-action closure, and address repeat or systemic deficiencies across the portfolio.
• Lead or support incident response, investigation, root-cause analysis, documentation, and corrective action.
• Monitor safety trends across projects and use the findings to improve training, planning, subcontractor accountability, and field procedures.
• Ensure consistent oversight of SWPPP compliance and other jobsite environmental requirements.

Quality, Compliance, and Turnover

• Own the division field quality-control program, including pre-installation meetings, mockup approvals, first-work inspections, and ongoing verification.
• Ensure work is completed in accordance with approved plans, specifications, building codes, accessibility requirements, and company standards.
• Drive early coordination of structural, building-envelope, civil, and MEP systems to prevent rework and late-stage conflicts.
• Review inspection performance, punch-list volume, recurring deficiencies, and warranty callbacks to identify trends and strengthen future execution.
• Establish turnover planning early in the project and hold teams accountable for unit, building, amenity, and site readiness.
• Partner with property management and project leadership to deliver organized, complete, and operationally ready projects - not simply construction-complete buildings.

Preconstruction and Construction Strategy

• Provide senior field input during preconstruction, estimating, design development, procurement, and project planning.
• Lead constructability reviews and advise on means and methods, logistics, sequencing, temporary conditions, schedule feasibility, and field risk.
• Participate in subcontractor scope and capability reviews, with particular attention to manpower, supervision, quality history, and ability to meet the project schedule.
• Partner with project managers on change management, RFI resolution, subcontractor performance, and field-driven cost or schedule impacts.
• Carry lessons learned from active and completed projects into future design, buyout, staffing, and execution decisions.
• Support pipeline planning by identifying field staffing needs, leadership gaps, and project-readiness requirements before mobilization.

How Success Will Be Measured

• Schedule: Milestone and turnover-date attainment, schedule accuracy, early risk identification, and recovery-plan effectiveness.
• Safety: Recordable incident performance, audit results, corrective-action closure, and reduction of repeat safety issues.
• Quality: Inspection pass rates, punch-list volume per unit at turnover, recurring-deficiency trends, and warranty callback volume.
• People: Superintendent retention, development progress, succession readiness, and field staffing strength for pipeline projects.
• Portfolio Execution: Consistency of field standards, accuracy of reporting, timely escalation of risk, and measurable improvement on underperforming projects.
• Financial Impact: Reduced rework, avoidable delay, schedule-related cost exposure, and field-driven change risk.

Required Qualifications

• 10+ years of progressive field supervision experience in ground-up multifamily construction, including garden-style, wrap, podium, or comparable product types.
• At least three years of experience overseeing multiple projects, project superintendents, or a regional or portfolio-level field organization.
• Proven record of delivering multifamily projects on schedule through turnover and Temporary or Final Certificate of Occupancy.
• Strong command of wood-frame and podium construction means and methods, building-envelope execution, and MEP rough-in coordination.
• Demonstrated ability to evaluate schedule, safety, quality, staffing, and subcontractor performance across multiple concurrent projects.
• Experience developing field leaders, addressing performance issues, and building accountability across experienced teams.
• Working knowledge of OSHA regulations, SWPPP compliance, accessibility requirements, and jobsite risk management.
• OSHA 30 certification.
• Valid driver's license and ability to travel regularly to active project sites, including overnight travel outside Jacksonville.

Preferred Qualifications

• Experience working within an integrated owner, developer, general contractor, and property-management organization.
• Experience overseeing field teams across multiple markets or geographically dispersed projects.
• CPR and First Aid certification.

Technology and AI Proficiency

• Proficiency with construction scheduling and project-management platforms such as Microsoft Project, P6, Procore, and daily field-reporting tools.
• Proficiency with Microsoft Office, including Excel for portfolio tracking, project-performance analysis, and leadership reporting, along with Word and Outlook.
• Demonstrated ability to use AI-enabled tools to improve drafting, summarization, research, organization, reporting, and workflow efficiency.
• Sound judgment when working with AI-generated content, including validating information for accuracy and protecting confidential company, project, vendor, resident, and employee information.

The Leadership Standard

The strongest candidate can move comfortably between an executive portfolio review and a direct conversation in the field. This person sees patterns, makes decisions, communicates clearly, and knows when to coach, when to challenge, and when to intervene. They do not create unnecessary bureaucracy, but they do create structure, consistency, and accountability.

This role is not suited for someone who wants to manage the portfolio primarily through reports, meetings, and phone calls. It also is not a roaming problem-solver who repeatedly rescues projects without strengthening the leaders responsible for them. Success requires both: credible field engagement and the ability to build a stronger, more consistent field organization.

Travel and Work Environment

This position is based in Jacksonville, Florida, with regular travel to active project sites across the company's portfolio, including locations outside Jacksonville. Overnight travel will be required based on project activity, performance needs, inspections, milestones, and turnover schedules.

Work is performed across professional office environments and active construction sites. Site visits may include exposure to weather, noise, dust, uneven terrain, stairs, ladders, and other conditions typical of construction. The General Superintendent must be able to wear required personal protective equipment, navigate active jobsites, and occasionally lift up to 50 pounds. Extended or nontraditional hours may be required to address project milestones, emergencies, inspections, or turnover deadlines.

Pay Range: $200,000 per year