Project Development Lead (27785105)

Page Mechanical Group, Inc.; Atlanta (GA); On-site; USD 140,000 - 210,000; Full time

Job summary

Nexus Circular is a leader in advanced recycling technology, converting landfill-bound plastics into high-quality circular feedstocks for sustainable virgin plastic production. The Project Development Manager / Lead converts business opportunities into clearly defined, feasible, and executable capital projects.

This is a Project Definition and Business Alignment role. The role leads concept development, alternatives analysis, preliminary scope, cost, schedule, risk, execution strategy, and

Qualifications

• Bachelor's degree in Chemical/Mechanical/Electrical engineering required; Chemical Engineering preferred.
• 10+ years of progressive capital-project experience in chemical, petrochemical, refining, or related industries.
• Proven experience leading feasibility studies, FEL0/FEL1, concept selection, and front-end project development.
• Strong ability to develop preliminary scope, cost, schedule, risk, and investment recommendations.

Responsibilities

• Translate business ideas into clear project objectives, requirements, assumptions, constraints, and success criteria.
• Lead feasibility studies, FEL0, and FEL1 for new facilities, expansions, or major modifications.
• Develop the project definition package: feasibility study, requirements, alternatives, scope, and cost estimates.
• Partner with sponsors/finance to validate assumptions and present execution options to leadership.
• Own alignment across functions and ensure disciplined handover to FEL2 project managers.

Skills

Feasibility studies

FEL0/FEL1

Project leadership

Stakeholder alignment

Investment recommendations

Lifecycle knowledge

Team leadership

Communication

Education

Bachelor's degree in Chemical/Mechanical/Electrical engineering

Master's degree preferred

Job description

Nexus Circular is the commercial leader in advanced recycling technology, converting landfill-bound plastics into high-quality circular feedstocks for sustainable virgin plastic production. As Nexus scales, disciplined early project development is essential to direct capital toward the right opportunities and prepare projects for successful execution.

Role Purpose

The Project Development Manager / Lead converts business opportunities into clearly defined, feasible, and executable capital projects. This working manager owns development from the initial idea through feasibility, FEL0, and FEL1, defining what should be built, why it should be built, and the most credible path to deliver it.

Important distinction: This is not a traditional Project Management role. It is a Project Definition and Business Alignment role.

The position leads concept development, alternatives analysis, preliminary scope, cost, schedule, risk, execution strategy, and leadership decision support. Ownership transfers to the assigned Project Manager at FEL2. Depending on project size and complexity, the individual may continue as Project Engineering Manager with technical accountability through execution and startup.

Key Responsibilities

Project Development Leadership

• Translate business, commercial, and operational ideas into clear project objectives, requirements, assumptions, constraints, and success criteria.
• Lead feasibility studies, FEL0, and FEL1 for new facilities, expansions, technology deployment or transfer, major plant modifications, and reliability or infrastructure projects.
• Determine the studies, testing, engineering, stakeholder input, and external expertise required to establish feasibility and a credible concept.
• Evaluate alternatives using clear criteria, including safety, operability, reliability, technology readiness, cost, schedule, constructability, resources, and business value.
• Recommend the preferred option and clearly explain why it is the best path for Nexus.

Project Definition and Decision Support

• Develop the project definition package: business need, feasibility study, requirements, alternatives assessment, preferred concept, project charter, preliminary scope, order-of-magnitude cost, Level 1 schedule, execution strategy, resource plan, risk register, and business-case inputs.
• Partner with the Project Sponsor and Finance to validate assumptions and support the investment case.
• Prepare concise leadership approval packages that enable a proceed, modify, hold, or cancel decision.
• Present options, trade-offs, uncertainties, risks, and recommendations to sponsors and senior leadership.

Stakeholder Alignment and Handover

• Lead alignment across Business, Commercial, Operations, Technology, Engineering, EHS, Finance, Procurement, Construction, and PMO.
• Resolve conflicting requirements and document decision criteria, assumptions, and key decisions.
• Own the project through FEL1 and complete a disciplined handover to the Project Manager at FEL2, including scope basis, risks, commitments, open items, and stakeholder expectations.
• Remain engaged during transition to preserve project intent and execution readiness.

Team and Capability Building

• Lead the Project Development Team as a hands-on working manager, personally directing critical studies and integrating multidisciplinary work.
• Develop and improve stage-gate criteria, deliverable standards, templates, workflows, decision tools, and lessons-learned practices.
• Coach Project Development Leads and Engineers in feasibility, concept selection, project definition, business alignment, and executive communication.
• Ensure project-development practices are consistent, scalable, fit for purpose, and focused on creating value for Nexus.

Phase Ownership and Transition

The Project Development Manager / Lead owns the project from the initial business idea through feasibility, FEL0, and FEL1, delivering a feasible, aligned, and decision-ready project definition. At FEL2, ownership transfers to the assigned Project Manager / PMO for FEED, detailed engineering, procurement, construction, commissioning, and startup. Depending on project size and complexity, the individual may continue as Project Engineering Manager with technical accountability through execution.

Required Qualifications

Education and Experience

• Bachelor's degree in Chemical, Mechanical, Electrical, or another relevant engineering discipline required; Chemical Engineering preferred. A master's degree in Engineering, Engineering Management, or Business Administration is preferred but not required.
• 10+ years of progressive capital-project experience in chemical, petrochemical, refining, advanced manufacturing, or another complex process industry.
• Proven, hands-on experience leading feasibility studies, FEL0/FEL1, concept selection, and front-end project development for process manufacturing facilities.
• Demonstrated ability to develop preliminary scope, cost, schedule, execution strategy, risk assessment, and investment recommendations.
• Strong understanding of the complete lifecycle from business idea and feasibility through FEED, detailed engineering, procurement, construction, commissioning, startup, and handover.
• Experience leading multidisciplinary teams and building repeatable project-development systems, processes, and standards.

Required Capabilities

• Broad technical understanding of process facilities, including process, mechanical, piping, electrical, instrumentation and controls, civil/structural, utilities, infrastructure, process safety, and operations.
• Strong business acumen and ability to connect technical options with strategic value, capital efficiency, lifecycle cost, operating performance, and investment risk.
• Strategic and analytical thinker who can create structure from ambiguity, challenge assumptions, and make sound recommendations with incomplete information.
• Clear and influential communicator who can listen, simplify complex issues, align stakeholders, and present effectively to senior leadership.
• Practical problem solver with curiosity, adaptability, sound judgment, personal ownership, and a positive can-do approach.
• Credible people leader who can coach technical professionals, set standards, drive accountability, and build trust across functions.

Measures of Success

• Leadership receives clear, fact-based investment options and recommendations.
• Projects enter FEL2 with aligned requirements, a preferred concept, credible scope basis, realistic cost and schedule expectations, and understood risks.
• Project Managers receive a complete handover with minimal loss of intent or avoidable rework.
• The Project Development Team consistently produces decision-ready, technically credible, and execution-focused project packages.

Mobility

Willingness to undertake domestic and international travel to operating sites, engineering partners, technology providers, vendors, and fabrication locations as required.