About the role
About Us
Every moment of every day, people around the world rely on the energy they access through infrastructure built by Quanta. Comprising the largest skilled-labor force in North America, our employees are highly skilled and innovative, continually working to connect people and power. We’re building the infrastructure that supports the energy transition, and there are more opportunities than ever to be part of our team. Join us and build your career building a brighter future.
Imagine what you could do here. We encourage, inspire, and support our people to seize opportunities in our corporate office and with hundreds of our operating companies worldwide that provide solutions for the utility, renewable energy, electric power, industrial, and communications industries.
Quanta actively promotes and maintains a culture of belonging where all employees can be themselves, live their values, and find opportunities to succeed. When you join our team, you join a dynamic organization in which career development is encouraged, excellence is rewarded, and diversity is prized. Come find out how our people power modern life.
About this Role
Quanta Services (NYSE: PWR) is scaling beyond $32B with 60+ operating companies delivering critical infrastructure across North America. Technology is increasingly both the enabler, and the obstacle of how these decentralized businesses move faster, safer, and more profitably. Operations IT is the connective tissue between the operating companies and Enterprise IT — the function that ensures enterprise capabilities work and are adopted in the field, and that field reality shapes enterprise strategy and centralized services.
The role combines client relationship management, business consulting, and team leadership. You will personally deliver the Management Consulting and Advisory engagements that require senior judgment across Quanta's largest and most strategically pivotal OpCos, and you will share leadership of Customer Success with the Customer Success Manager. You will build on and scale the engagement methodology across both, and you will be the credible peer to OpCo Presidents, CFOs, and IT leaders in conversations about technology strategy, organizational design, and where their business is going.
This is a hands-on senior leadership role. You will figure out how OpCo Engagement scales as Quanta grows — keeping the team lean and the model right-sized as the work expands.
You are also building the department, not inheriting it. Operations IT is one of the youngest functions in the company. The engagement methodology, the coverage model, the playbooks and the operating rhythms exist in early form, and part of this job is shaping — alongside the Director and the Customer Success Manager — what OpCo Engagement looks like at the scale and caliber Quanta needs as it grows toward $60B.
The pace is real. Quanta is in the middle of a transformation toward $60B. M&A is accelerating. Enterprise IT is rebuilding itself. The OpCos are moving fast and will not wait for us to catch up. The leader who thrives here will have built or scaled a consulting practice, led a large strategic consulting account, run a customer success organization, or built a strategic advisory function in a similarly demanding, ambiguous environment — and will be energized rather than unsettled by open questions about how the model itself should work.
What You'll Do
Be a Trusted Strategic Partner to OpCo Leadership
Quanta is federated. OpCos have real autonomy. A primary part of this role is strategic consulting to the operating companies. You hold your own with their Presidents, CFOs, and IT leaders on the technology decisions that shape their business: you challenge their thinking when warranted, defend the right answer when they push back, and earn the trust that makes hard conversations possible.
That trust is what the advisory work runs on, and the advisory work is where a good portion of your own time goes. These are the engagements where an operating company does not yet know what it needs — a business weighing a major platform or cloud decision, a leadership team trying to work out what AI is actually worth to them, a company standing up or rebuilding its IT function, or one finding its footing after a significant change in structure or ownership. The value is in getting to the right question before anyone starts building, and then staying with it through the decision and into whatever follows.
This credibility is earned through depth. You will personally develop intimate knowledge of the operating companies in your portfolio: their business models, field operations, IT environments, vendor relationships, and organizational dynamics. That depth is what lets you advise Operating Companies on their technology strategy, IT approaches they should take, and/or centralized services they should adopt.
You carry your own portfolio of the most complex operating companies, and you set the standard for how the rest of the team runs theirs — the engagement cadence, the depth of knowledge, and the quality of the thinking.
Be the OpCo's Voice in Enterprise IT and Route Demand Across the IT Organization
You are the bridge and the most credible voice of the field to Enterprise IT. Operations IT exists because Enterprise IT cannot succeed without OpCo reality — how a centralized service is actually realized in the field. You inform what gets built and provide that input while it is still being shaped and solutioned rather than after it has been built. You do this by channeling structured field feedback and demand to shape priorities, bringing user experience requirements to the centralized services so that what gets built works the way these businesses actually run, contributing substantively to Enterprise IT strategy and major investment decisions.
The bridge runs both ways. You also help Enterprise IT reach the field — making sure the operating companies understand what is coming, why it is coming, and what it means for them, so that decisions made at the center land as something the OpCos can work with rather than something that happens to them.
It also means shaping the problem, shaping the demand, and then routing it to the right place. When commercial work is needed, you connect to IT Procurement. When catalog or service governance work is needed, you connect to Service Portfolio Management. When build or run work is needed, you connect to the Enterprise IT delivery teams. The seams between these functions are where engagements either flow or get stuck; you own making them flow, and you coach your team to do the same. You also connect operating companies to each other — when one is working through something another has already solved, you make that introduction rather than letting both solve it twice.You will also see patterns across the OpCo portfolio that no one else sees, and translate those patterns into improvements to centralized services, vendor strategies, and cross-OpCo collaboration.
Drive Adoption Across the OpCo Portfolio
Enterprise IT delivers capabilities at scale. OpCo Engagement is how those capabilities actually land. You help drive adoption so our centralized multi-billion-dollar bets land, but your perspective stays with the operating company – specifically it is not adoption for adoption sake, you’re driving adoption and collecting feedback from your portfolio such that the OpCos are genuinely using what was built and getting value from it.
Adoption happens through enablement, and part of this role is designing how it happens. For each major service you will work with the team that owns it to define the change management and rollout approach — how its communicated, how operating companies are prioritized against each other, which go in which wave, how readiness is assessed, how the use cases get shaped, and what an OpCo has to understand before it starts. You will build that into a playbook and keep refining it as