Free General Contractor Org Chart Template
A general contractor runs Project Managers (office side) and Superintendents (field side) in parallel for each active project. The Owner or President sits above. PMs handle permits, owners, and subs; Supers run the day-to-day on site. An Estimator and Pre-Construction Manager handle bidding.
Typical structure · 8 to 50 staff
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Roles in a typical general contractor
Headcount ranges are typical for a single-location operator. Multi-location and franchise structures scale these up.
| Role | Reports to | Headcount |
|---|---|---|
| Owner / President | General Contractor | 1 |
| VP / COO | Owner / President | 0-1 |
| Director of Project Management | Owner / President | 1 |
| General Superintendent | Owner / President | 1 |
| Estimators | Owner / President | 1-3 |
| Office Manager / Bookkeeper | Owner / President | 1 |
| Project Managers | Director of Project Management | 2-6 |
| Assistant PMs | Project Managers | 1-3 |
| Superintendents | General Superintendent | 2-6 |
| Foremen | Superintendents | 2-6 |
| Field Crews | Foremen | 5-30 |
Where to add AI agents in a general contractor
The seats most likely to lift output if an AI agent runs the work alongside the human.
PM
Submittal log agent
Tracks every shop drawing review against the construction schedule.
Estimator
Subcontractor bid coverage
Watches each scope and confirms 3 valid bids before close-out.
Frequently asked questions
How is a general contractor structured?
A typical mid-size GC has the Owner at the top with Project Management (office) and Field Operations (super-led) as parallel tracks. Each project gets a PM and a Superintendent. Estimators handle bidding and an Office Manager runs admin.
What is the difference between a PM and a superintendent?
A Project Manager owns the contract, schedule, owner relationship, and subcontractor management from the office. A Superintendent owns daily field execution: safety, quality, manpower, and the look-ahead schedule. Both report to the Owner or VP.
How many projects per PM?
A healthy ratio is one PM per 3 to 5 active projects under 5 million each, or one PM per project on jobs over 10 million. Push beyond this and quality slips fast.
Related templates
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