Infrastructure Project Manager

Webhosting; Northern (KY); Hybrid; USD 120,000 - 180,000; Full time

Job summary

Gcore is seeking an Infrastructure Project Manager to independently run projects deploying and transforming data center infrastructure. You will own end-to-end delivery, from intake through hand-off to operations, coordinating with procurement, architecture, and on-site teams.

Ideal candidates manage budgets, timelines, and risks proactively, and can negotiate with vendors while reporting status clearly to stakeholders. On-site role, global scale, with extensive cross-functional collaboration.

Qualifications

• Experience owning technically and organizationally complex projects.
• Ability to coordinate multi-vendor teams across data center contexts.
• Strong risk management and budgeting awareness.

Responsibilities

• Own end-to-end project delivery from initiation to hand-off.
• Set up projects in Jira and break work into realistic schedules.
• Coordinate with architecture, procurement, DC installation, and operations teams.
• Identify risks early and escalate only when necessary.
• Manage budgets, timelines, and approvals through the project lifecycle.

Skills

Project management

Jira

Vendor management

Stakeholder communication

Tools

Jira

Job description

On-site Full-time Not specified Infrastructure

Job Description

Projects are initiated by internal product teams (CDN, Cloud, Edge AI, DDoS) or by Technical Support on behalf of external customers. At this level, the PM owns more than Jira tracking: the quality of the plan, realistic timelines, a sound budget estimate, risk management, and coordination of several parallel work streams: architects, procurement, logistics, data centre engineers, and operations teams.
We expect a PM to take on a technically and organisationally complex project – a large deployment at a new site, or a multi-vendor integration, and deliver it with minimal involvement from their manager, while proactively communicating status and risks.

Projects you will run:

• PoP build-outs and colocation– new sites, expansion of existing ones, racks and cage space in third-party data centers.
• Server and network hardware deploymentsfor internal product demand and for external customers (dedicated hardware, managed connectivity).
• Capacity expansion, hardware refresh, and decommissioning.
• Connectivity and interconnection procurement– IP transit, cross-connects, dark fiber, wavelengths, leased lines, in coordination with the Peering team.
• Migrations and relocationsof physical equipment between sites.

What You’ll Do:

End-to-end project ownership

• Setting the project up in Jira (GImaster ticket), breaking it down into tasks, and building a realistic schedule that accounts for dependencies.
• Identifying the critical path and key risks at kick-off – not waiting for your manager to do it for you.
• Orchestrating linked tasks across counterpart teams’ Jira projects:IDS(architecture),PRO(procurement),DCI(on-site installation),HDWR(repair and replacement). Knowing where the work physically lives, and reporting on the active linked tickets, not just the master ticket.
• Making operational decisions inside the project yourself. Escalating only what sits outside your authority: budget, priorities between projects, conflicts with other departments.

Budget estimation and approvals

• Initiating cost estimation at the Initiation stage: breakdown by NRC / MRC and by component (colocation, leased lines, hardware, small parts), benchmarked against comparable past projects and reference cost tables.
• Driving the project through the approval chain, tracking approval turnaround, and handling objections.
• Reconciling budget plan versus actuals at project closure.

Technical design and architecture

• Briefing the Infrastructure Architects team (RFS / HLD / SDD) and contributing substantively to discussions on BoM, rack layout, power, and network.
• Being able to tell a realistic technical plan from an unrealistic one, and to ask architects the right clarifying questions.

Procurement, vendors, and contractors

• Briefing the Procurement team (what to buy, by when, for which project) and tracking execution. Vendor negotiations are run by Procurement.
• Monitoring request and PO statuses, and escalating early when timelines are at risk.
• Agreeing responsibility boundaries (RACI) between the project, Procurement, and the vendor where this affects the plan.

Logistics and delivery to site

• Briefing the Logistics team (what needs to go where, and by when) and tracking execution. Shipping, customs, warehousing, and delivery to the data center are run by the Logistics team.
• Tracking ETAs and escalating early when delivery is at risk of slipping.
• Briefing the DCIM team on equipment installation: agreeing installation windows, tracking timelines and quality of execution.
• Handling discrepancies found at acceptance: missing equipment, equipment routed to stock, equipment routed to repair.

Hand-over to operations

• Running the hand-over to the Server Operations and Network Operations teams. These teams sitoutsidethe Infrastructure Department, so the hand-over requires explicit agreements on content, quality, and timing: documentation, configurations, monitoring on-boarding.
• Organizing and confirming acceptance testing, formally closing the project (sign-off), and capturing lessons learned.

Risk and stakeholder management

• Identifying risks proactively, before they become problems, and proposing options rather than only reporting the issue.
• Communicating regularly and substantively with stakeholders at different levels: product teams, vendors, operations teams, leadership.
• Managing scope changes: assessing impact on timeline and budget, getting agreement, recording it in Jira.

Flow and metrics (Kanban)

• The team operates as a Kanban system: no sprints, with WIP limits and flow metrics. Jira statuses are the source of truth for all reporting, so status hygiene is part of the job rather than a nice-to-have: tickets move when work actually starts and finishes, not at the end of the week and not retroactively.
• Understanding the difference between Customer Lead Time (what the requester experiences) and System Lead Time (what the team controls), working to the target P85 for your components, and acting on your own Aging WIP before your manager has to point it out.

Process improvement

• Contributing to better processes and templates inside IPM: RACI, readiness checklists, documentation standards, status entry and exit criteria.

The world’s digital experiences run on something invisible: the infrastructure and software that keep them fast, reliable, and secure. At Gcore,you’ll help design and deliver that foundation for an AI-driven world.

We’re a global provider of infrastructure and software solutions forAI, cloud, network, and security,powering everything from real-time communication and streaming to enterprise AI and secure web applications. With210+ edge locations, 50+ cloud regions, and thousands of GPUs, your work here can reach users and businesses across the globe.

You’ll collaborate with leading technology partners such asIntel, NVIDIA, Dell, and Equinix, and work on platforms that power digital products used around the world. Our vision is simple: to connect the world to AI, anywhere, anytime.

Want to work on technology that goes beyond a single product or industry?Join aglobal team of 550+ professionalsbuilding infrastructure and software that supports the entire digital ecosystem.

We are currently looking for anInfrastructure Project Manager,who will independently run projects that deploy and change Gcore infrastructure – from intake through hand-over to operations and formal closure.
This is not a role for learning the basics: we expect someone who already runs projects end-to-end, makes operational decisions without constant oversight, and resolves priority and resource conflicts on their own.