Project Leader – EV Workshop

Responsibilities:

• Property Lease & Permits

  • Run the site search end to end — brief, shortlist, zoning and power-supply (CFE) checks, due diligence and commercial comparison.
  • Negotiate the lease with the landlord and counsel, and bring it to the CEO ready for signature.
  • Secure every license the site needs to operate — municipal operating license, Nuevo León state environmental filings for the workshop, hazardous-waste registration, fire and civil-protection sign- off.
  • Own the permitting calendar and keep it off the critical path — filings run in parallel with construction, not after it.

• Build-Out & Facilities

  • Translate the operating requirements into a layout — service bays, body shop and paint area, parts store, yard, customer reception and vehicle delivery area, offices.
  • Select and manage the architect, contractor and specialist suppliers; run the tender and hold them to scope, schedule and budget.
  • Own site readiness end to end — power, connectivity, security, signage, tooling and furniture in place before the first vehicle comes in.

• Workshop Capability

  • Specify and procure the workshop equipment — lifts, diagnostic tools, EV-safe equipment, paint booth — managing the lead times that, in practice, determine when the shop can open.
  • Establish the parts supply channel for the AION/GAC fleet, with realistic lead times and a stocking policy.
  • Recruit and train the technician team, including EV-qualified technicians — a scarce profile in Monterrey that has to be planned for, not hoped for.

• Systems

  • Own the selection and implementation of the systems the workshop runs on — work orders, parts and inventory, maintenance history, service scheduling, telematics and payment rails.
  • Work with the Systems Implementator and the Finance and Administration Manager so the systems feed billing, CFDI issuance and reporting cleanly from day one.
  • Integrate with the customer-facing platforms, which are owned separately — this role builds the operating backbone behind them, not the customer front end.

• Team, Budget & Governance

  • Build the launch hiring plan with the CEO and run the recruiting for the site roles.
  • Own the launch budget — CapEx and OpEx — against plan, with a clear view of committed versus spent at all times.
  • Prepare the approval papers for commitments requiring board consent, timed so that approvals never become the delay.
  • Run the weekly program stand-up and the monthly steering review, and keep one live schedule, risk register and decision log.

• Launch & Handover

  • Take the workshop through a dry run on Nexovia's own vehicles — every process exercised at least once — before the first paying customer.
  • Hand over a working operation to the team that will run it, documented well enough to be repeated in the next city.