The posting
Job Description
SUMMARY OF RESPONSIBILITIES
The Director, Enterprise Capital Planning, Projects & Engineering leads Tredegar’s enterprise capital planning and owns the capital project process from inception and development through approval readiness, execution, startup, and closeout. The role develops the annual capital budget, 3-year plan, and 10-year roadmap; aligns investments with business strategy, asset needs, capacity requirements, and operational priorities; and ensures capital projects are fully developed for approval and positioned for successful delivery.
Reporting to the Senior Vice President, Global Operations, the Director evaluates and prioritizes capital opportunities, recommends allocations within Corporate Finance’s framework, and owns the development and writing of project justifications and ROI analyses in collaboration with Corporate Finance and business sponsors. Following approval, the role ensures projects are designed and delivered with safety as a core requirement and within approved scope, budget, schedule, and performance commitments. The Director establishes clear expectations for safe design, contractor management, construction, commissioning, and startup; leads Project Engineering Managers; provides functional direction to enterprise project resources; strengthens project standards and capabilities; and partners with business leaders, Environmental Health & Safety, and Corporate Finance to validate results and improve capital effectiveness. Corporate Finance retains ownership of capital governance, approvals, policies, and investment standards.
A. ESSENTIAL DUTIES & RESPONSIBILITIES
#
Responsibility
Description
%
1
Enterprise Capital Planning, Development & Allocation
Develop the annual capital budget, 3-year plan, and 10-year roadmap by integrating business strategy, asset needs, capacity requirements, risk reduction, safety improvements, modernization, productivity, and infrastructure renewal. Evaluate, sequence, and prioritize capital opportunities; ensure safety risks and risk-reduction opportunities are explicitly considered in project selection and design; own project development and approval readiness; develop and write project justifications and ROI analyses in collaboration with Corporate Finance and business sponsors; recommend allocations within Corporate Finance’s framework; prepare monthly capital cash forecasts and explain significant variances to plan; and ensure requirements, scope, estimates, schedules, resources, risks, contracting, and execution plans are fully defined before authorization.
30%
2
Capital Project Execution & Controls
Own and manage the complete capital project process from approval through procurement, construction, installation, commissioning, startup, stabilization, benefit handoff, and formal closeout. Deliver projects safely within approved scope, budget, schedule, quality, and performance commitments. Embed safety into design reviews, constructability planning, contractor selection and onboarding, pre-task risk assessments, field execution, management of change, commissioning, and startup. Establish controls for cost, schedule, scope, safety risk, changes, forecasting, reporting, and escalation; review project health; lead recovery actions; maintain enterprise visibility of status, spending, forecasts, resources, and safety performance; and promptly escalate forecasted safety, cost, schedule, scope, or benefit deviations with documented recovery plans.
30%
3
Enterprise Project Engineering Leadership & Capability
Lead Project Engineering Managers and provide functional direction to Project Engineers and enterprise project resources. Set common standards, clarify accountability, deploy resources effectively, strengthen cross-business collaboration, and build a high-performing organization through coaching, performance management, succession planning, technical development, career paths, and targeted training.
20%
4
Operational Readiness, Benefit Realization & Continuous Improvement
Ensure stakeholders are prepared for startup and sustained operation. Require business sponsors to own delivery of approved operating benefits; track actual results against the approved business case; and partner with Corporate Finance for independent financial validation and formal post-investment reviews of major projects at 6 and 12 months after startup. Lead lessons-learned reviews, standardize effective practices, and replicate best practices to continuously improve capital planning, engineering, execution, commissioning, startup, and overall capital effectiveness.
15%
5
Contractor, Supplier & Technical Partner Management
Manage engineering firms, contractors, integrators, OEMs, and technology providers. Support sourcing; establish and enforce clear safety, quality, schedule, cost, and performance expectations; verify contractor safety qualifications and compliance with site requirements; hold partners accountable for proactively identifying and eliminating risk and for achieving results; and promote effective solution standardization across the enterprise.
5%
B. TOOLS / SYSTEMS / METHODOLOGIES
Capital Planning & Financial Tools
- Annual, multi-year, and long-range capital planning
- Monthly capital cash forecasting, variance analysis, and enterprise portfolio reporting
- Project estimation and business-case development
- Payback, NPV, IRR, and benefit-realization analysis in partnership with Corporate Finance
Project & Engineering Methodologies
- Stage-gate project development
- Project controls and change management
- Risk management and constructability reviews
- Commissioning, startup, and operational-readiness planning
- Post-project reviews, audits, and lessons learned
Enterprise Systems
- ERP and capital planning systems
- Project scheduling and project management software
- Business intelligence and portfolio reporting tools
- Document control and collaboration platforms
Microsoft Applications
- Excel
- PowerPoint
- Teams
- Project
- Copilot
C. PERSONAL PROFILE
ESSENTIAL REQUIREMENTS
Education
- Bachelor’s degree in Engineering, Construction Management, Project Management, Business, or a related technical discipline.
Experience
- Minimum 10 years of progressive experience leading capital projects in a manufacturing or industrial environment.
- Minimum 5 years of leadership experience managing complex capital programs, portfolios, or multi-site project organizations.
- Demonstrated experience developing annual, multi-year, and long-range capital investment plans.
- Demonstrated success delivering large, complex projects with strong safety performance, proactive risk elimination, and disciplined execution on schedule and within budget.
- Proven ability to integrate inherently safer design, construction safety, contractor safety management, management of change, and safe commissioning and startup into capital project execution.
- Experience directly leading managers and providing functional leadership in a matrix organization.
- Strong financial acumen and experience partnering with Finance on capital justification, forecasting, and benefit validation.
- Experience with manufacturing operations, engineering systems, asset reliability, and operational excellence.
Critical Leadership Competencies
• Safety Leadership
• Strategic Thinking
• Capital Planning
• Execution Discipline
• Talent Development
• Financial Acumen
• Enterprise Collaboration
• Organizational Influence
• Executive Communication
• Decision Quality
• Change Leadership
• Results Orientation
DESIRABLE QUALIFICATIONS
Education & Certifications
- Master’s degree in Engineering, Business Administration, or a related field.
- Project Management Professional (PMP) certification.
- Professional Engineer (PE) license or equivalent technical credential, where applicable.
Experience
- Global or multi-site manufacturing operations.
- Enterprise capital portfolio leadership.
- Large-scale plant expansions, modernization, automation, or infrastructure programs.
- Experience in aluminum extrusion, films, packaging, engineered materials, or related industrial sectors.
D. KEY RESULT AREAS
Capital Planning
- Quality, completeness, and strategic alignment of the annual capital budget, 3-year strategic capital plan, and 10-year capital investment roadmap.
- Effective prioritization, sequencing, and allocation recommendations within the Corporate Finance framework, supported by complete scope, risk, resource, cost-estimate, schedule, return, and benefit-owner documentation before approval.
Project Delivery
- Strong project safety performance, including proactive hazard identification and elimination, effective contractor controls, and disciplined management of change through construction, commissioning, and startup.
- Delivery of approved scope, schedule, budget, quality, commissioning, and startup commitments.
- Timely escalation of projected budget, schedule, scope, and benefit deviations, including accountable recovery plans and approval of material changes.
Business Results
- Tracking of actual revenue, EBITDA, productivity, cost savings, working-capital, safety, and other approved benefits against each project business case, with independent financial validation by Corporate Finance.
- Improved capital effectiveness and return on invested capital, measured through forecast accuracy, spend versus plan, schedule adherence, change orders, closeout timing, and realized versus approved returns.
- Effective balance of growth, safety, reliability, productivity, capacity, and infrastructure requirements.
Organizational Capability
- Development of a strong enterprise Project Engineering organization.
- Improved project management and engineering capability, succession depth, and resource effectiveness.
- Consistent standards, knowledge sharing, and replication of project execution best practices.
