Job Placement · Construction Management
A missing PM is a project sliding toward late and over budget. The project managers, estimators, and superintendents who deliver on time and on budget are already running someone else jobs and rarely answer a posting. We place construction PMs, estimators, superintendents, and project executives in 23-35 days at roughly 50% less than contingency firms.
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The Real Cost of a Slow Search
How It Works
Fifteen minutes to establish which of the ten seats this actually is, the delivery method and contract type, the jurisdictions the person will work in, and the metro the pay band has to be set against.
Construction managers who deliver are running somebody else jobs and do not answer postings. We approach them where they are, and we time the approach against their project calendar rather than ours.
A shortlist assessed on the things that predict performance in this industry: a schedule they recovered, a contractor they removed, a change order they defended, a bid they won and wish they had not.
What You Get
Common objection: "We already work with contingency recruiters."
Milestone-based pricing replaces the standard 20-25% contingency fee, and total cost is roughly 50% less. For a $130,000 construction project manager placement, that difference is $13,000-$19,500 kept in your budget versus a contingency arrangement.
Common objection: "What if the placement doesn't work out?"
If the hire does not work out within 45 days of their start date for any performance-related reason, we conduct a replacement search at no additional charge. Our guarantee is longer than most contingency firms and is built into every engagement.
Common objection: "We have used recruiters before and wasted time on bad candidates."
You will not sort through 20 resumes hoping one sticks. Your dedicated search specialist builds a shortlist of 3-5 candidates who have been screened against your specific criteria. You only meet people who are genuinely qualified. The first interview is a real conversation, not a screening exercise.
The Math on Waiting
An open project management or field seat does not just sit idle, it puts a job at risk. Schedules slip, change orders stack up, subs go unmanaged, and margin erodes on work that was already bid tight. A PM seat open for 90 days can cost a delayed schedule, blown budget, and roughly $30,000 in absorbed overhead before the search even ends.
The Talent Window
The best construction managers, estimators, and superintendents are employed, running jobs, and recruited constantly. When one opens up to a move, the decision window is two to three weeks, and the offer usually comes from whoever was already in front of them. A posting-and-waiting search misses that person every time.
No commitment. We will tell you exactly what we can do for your search and what it costs.
Ten Seats, Ten Different Briefs
Construction recruiting firms tend to run one process across the whole org chart. A field seat and a bid room seat have almost nothing in common except the industry, so each of these has its own page, its own market evidence and its own screening approach.
| Seat | What makes this brief different |
|---|---|
| Field engineer and coordinator | The entry rung, and the seat most exposed to state training statutes. Nevada gives fifteen days from hire; Philadelphia applies on every site, public or private. |
| Assistant project manager | A training post with a real supervision period. Buyout, submittals, change administration and billing, learned under somebody who has capacity to teach. |
| Estimator | A shrinking occupation with every opening driven by replacement. No pipeline produces new estimators, so every hire comes out of a competitor bid room. |
| Preconstruction manager | The design phase, which is the only window where changing your mind is still cheap and where most of the budget outcome is decided. |
| Superintendent | The hardest salaried seat in the industry to fill. Screen on authority to stop work rather than on which safety card the candidate holds. |
| Project manager | Recruited against the schedule, because that is what the owner actually contracted for and what the published overrun data says is rarest. |
| Senior project manager | The one job nobody else can be given. Matched to contract type, because lump sum, guaranteed maximum price and cost plus produce different managers. |
| Project executive | A portfolio and a client book under a title that carries no standard definition, so the scope has to be written down before anyone is approached. |
| Director of construction | The owner side of the table. Selecting and holding contractors accountable rather than building, which is a different discipline from the one most candidates come from. |
| VP of construction | Sector mix, self-perform strategy, contract risk appetite and what the surety will support. Four decisions that set the whole cost base. |
What Recruitment Agencies For Builders Are Competing In
Tight enough that the constraint on most contractors is people rather than work, and tight at both ends of the org chart at once. These are the industry's own figures rather than ours.
Among firms with craft openings, AGC of America reported in September 2026 that 88% said those positions were as hard or harder to fill than a year earlier, including 50% saying outright harder. That is craft, the part of the workforce that the salaried seats on this page depend on entirely. A superintendent cannot build a manpower curve out of people who do not exist, and an estimator pricing a job in a trade nobody can staff is pricing a risk rather than a scope.
The scale of the gap is published annually. Associated Builders and Contractors estimated in January 2025 that the industry needed to attract about 439,000 net new workers that year, and revised the equivalent 2026 estimate to roughly 349,000 as market conditions softened. Neither number is a forecast for any single firm, and both explain why a contractor competing on wage alone in a local market eventually runs out of room.
What this means commercially is that the seats on this page are not interchangeable and cannot be filled by widening a job advert. BEG runs each as a separate brief with its own evidence: schedule recovery for a project manager, authority to stop work for a superintendent, and for an estimator, sourcing directly from the specialty trade contractors where a third of the occupation actually sits. The pricing is the same across all of them in structure: a fee agreed against defined milestones before sourcing begins, rather than a percentage of whatever salary the market eventually forces.
FAQ
The ten listed in the table above, from field engineer and project coordinator through estimator, superintendent and project manager up to VP of construction. Each has a dedicated page with the market evidence for that seat, because a bid room hire and a field hire are not variations on one search.
No. Construction staffing firms employ the worker and bill you for hours on site, which is exactly right when you need cover for the run of one job. BEG introduces a permanent hire whom your company employs directly. When staffing is genuinely the better answer we will say so on the call rather than after a search is live.
They are bigger, have deeper regional coverage and can often move faster on an urgent field seat. We are not going to argue about that. What BEG offers instead is a fee agreed against defined milestones before sourcing begins, fixed whatever the final salary turns out to be, rather than a percentage that rises with every counteroffer you have to beat.
Both, and they are different briefs. A contractor-side project executive protects margin across a portfolio and wins the next job. An owner-side director of construction protects capital across a programme and decides who gets the next job. Candidates cross between them regularly and the interview should not be the same one.
If the placed candidate does not work out within 45 days of their start date for a performance-related reason, we run a replacement search at no additional charge, and a repeat search for the same seat is at 50% off. On field seats in particular that term is worth comparing across any agreements you are holding.
Usually within a week of the discovery call, once the seat, the jurisdiction and the pay band are settled. From there the average to an accepted offer is 23 to 35 days on isolved placement data at an 86% fill rate, though strong candidates rarely leave a job mid-phase, so the start date often tracks their project calendar rather than a notice period.
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