Capacity Planning Manager

We need to output HTML fragment with sections for headings that have content: Overview? The instruction: use

for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). Do NOT repeat the job title as a heading. We need to include sections only when posting has real specific content. The posting includes Overview (maybe not a standard heading). Could map to "About the role" or "Overview". The instruction says use

for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). It doesn't forbid other headings, but suggests those as examples. Probably we should use those standard headings where appropriate. The posting includes Overview paragraph, Responsibilities, Qualifications, Company Overview (maybe not needed), Equal Opportunity Statement (boilerplate to remove). Also there is a link to company overview etc. We should remove boilerplate: Equal Opportunity Statement, navigation, cookie, legal, EEO, scam-warning, duplicated lines, application instructions. Also remove the "About "Kastle Systems..." link? That's maybe not boilerplate but could be considered company news; but it's not required. Might keep as part of overview? Probably remove as it's not core job description. The instruction: Remove cookie/navigation/legal/EEO/equal-opportunity/scam-warning boilerplate, duplicated lines, and application instructions. So we keep the main description: Overview paragraph, Responsibilities (detailed), Qualifications (Required). Also maybe "Company Overview" could be considered part of overview but it's just a link; we could keep a short paragraph about i2G from the Overview section. The Overview paragraph already describes i2G. The "Company Overview" section is just a link; we can drop it. We need to use

for section headings. So we could have:

About the role

(maybe using the overview paragraph). Or we could use

Overview

but they said use those examples; but we can still use Overview as heading? Safer to use About the role. Then

Responsibilities

with

• items. Then

  Qualifications

  with
  • items. We might also include

    Skills

    if there are skills listed (like Advanced Excel, Power BI/Tableau, etc.) but those are within qualifications. Could split but not necessary. We must not include Pay, Schedule, Benefits sections because not present. We must preserve all substantive information, not invent or summarize away detail. So we need to keep all details from responsibilities and qualifications. We need to convert paragraphs into

    for prose. For list items, use

    • . We need to avoid repeating job title. We need to drop duplicated lines: there may be duplicate sentences? Not obvious. Let's extract the overview paragraph: "Overview Together, We Enhance Innovation and Growth i2G specializes in advanced physical electronic security and life safety solutions. I2G has proven experience in surveillance, access control, and intrusion detection systems, biometrics, fence sensors, radars, ground sensors, anti-drone technologies, and more. We excel in design, project management, commissioning, and enterprise technology integrations. i2G’s mission is to provide the products and services that meet our customers’ needs to give them a vital advantage in today’s market, helping to protect what matters most." We can keep that as a

      under About the role. Now responsibilities: It's a long paragraph with many sentences. We need to break into list items for each duty. The instruction: Use

      • for any list of duties/requirements/benefits. So we should turn the responsibilities into a list. Each distinct duty can be a
      • . We need to preserve all detail. Let's parse responsibilities section: "Demand forecasting and backlog translation Maintain a rolling 36 month labor demand forecast built from the approved budget, the signed contract backlog and the weighted sales pipeline. Convert each award into a staffing requirement: role, grade or skill level, quantity, location and need-by date. Track contract signature status against forecasted starts. Adjust need-by dates as contracts sign, slip or cancel, and communicate each change within an agreed service level. Distinguish growth demand from attrition backfill and maintain a separate view of each. Own the requisition hold list: what is on hold, why, who owns the release, and the expected release date. Plan versus actual, and variance Reconcile budgeted headcount against actual headcount monthly, and explain the variance in business terms rather than in spreadsheet terms. Track hires against plan by month, role family and market, and report the trend. Measure and publish forecast accuracy, and improve it quarter over quarter. Quantify the revenue and margin consequence of a staffing shortfall so trade-offs are visible when priorities compete. Talent mix, skills architecture and pipeline development Determine the right mix of skill levels for each market and project profile, balancing cost, ramp time, certification requirements and availability. Contribute to i2G’s technician mix strategy: recommend the balance of apprentice, installer, service and senior grades the business should carry, and how that balance should shift as the mix of work, geography and technology changes. Partner with operations and learning and development to build and maintain the technician skills matrix. Define the capabilities that distinguish each grade, and keep the matrix current as platforms, products and codes change. Express demand in capabilities rather than headcount, so the plan states which skills are needed where and by when, not simply how many people. Use the skills matrix to identify capability gaps ahead of demand, and recommend whether each gap is closed through training, internal progression or external hire. Model build versus buy: internal progression and certification against external hire at a higher grade. Model adjacent-trade and apprentice sourcing against experienced hire, including the training burden each carries. Own i2G’s trade school, technical college and apprenticeship partnerships: partner selection, relationship health, program cadence and the pipeline each is expected to produce. Shape partner curriculum so graduates arrive with the capabilities i2G actually deploys. Align coursework, lab equipment, platform exposure and certification pathways to the technician skills matrix. Forecast school program output against the 36 month plan, and treat that supply as a planned input to the hiring forecast rather than an opportunistic one. Measure each partnership on hires produced, retention and time to productive, and reallocate effort toward the relationships that perform. Plan on productive capacity rather than headcount. Account for time to badge, license, certify and deploy, and for the ramp curve of a new hire. Identify licensing, registration and jurisdictional requirements that gate deployment in a target market, and surface them before entry rather than after. Recommend when to deploy surge levers: travel or launch crews, contract labor, subcontractors or agency support. Partnership with talent acquisition Act as the single prioritization point between operations and the Talent Account Management Manager. Publish a rolling 90-day requisition forecast with an agreed priority order, refreshed monthly, set against the 36 month horizon so near-term hiring and long-range capability building stay connected. Own the monthly talent acquisition and operations review: agenda, data, decisions and follow-through. Partner on scenario planning when a large award, a market entry or an attrition shift changes the demand picture. Scenario modeling and decision support Build and maintain scenarios for new market entry, large awards, acquisition integration and changes in attrition. Provide leadership with the staffing implications of commercial decisions before those decisions are made, not after. Stress-test the plan: what happens if attrition rises, if a market opens late, or if a key contract signs early. Model governance and data Own the capacity model as a single source of truth, with version control and a documented assumptions log. Partner with finance to keep labor cost, loading and ramp assumptions current. Define, publish and maintain the planning metrics the business runs on." We need to turn each bullet into
      • . Some are sub-bullets under headings; we can just make each line a list item. Now qualifications: list: "Required Five or more years in workforce planning, resource planning, operations planning, or financial planning and analysis within a labor-driven services business. Relevant sectors include field services, systems integration, construction and specialty trades, engineering services, staffing, or contact center workforce management. Demonstrated experience converting a project or sales backlog into a labor forecast, and holding that forecast against changing commercial reality. Strong quantitative modeling capability. Advanced Excel required, including scenario modeling and large data sets. Experience partnering across operations leadership and talent acquisition, with the credibility to challenge both. A track record of holding forecast discipline with stakeholders who are reluctant to commit to dates. Clear written and verbal communication. Experience in low-voltage, electronic security, fire, life safety, or building systems. Familiarity with project accounting and percentage-of-completion revenue recognition. Exposure to state and local licensing or registration requirements in the field trades. Experience building or managing trade school, technical college or apprenticeship partnerships, including influencing curriculum and measuring program output. Proficiency with Power BI, Tableau or a comparable visualization tool. Bachelor's degree in business, operations, supply chain, industrial engineering, finance, analytics or a related field, or equivalent practical experience." We'll turn each sentence or clause into
      • . Might need to keep as list. Now we need to output only HTML fragment, no /, no markdown. We'll produce:

        About the role

        Overview Together, We Enhance Innovation and Growth i2G specializes in advanced physical electronic security and life safety solutions. I2G has proven experience in surveillance, access control, and intrusion detection systems, biometrics, fence sensors, radars, ground sensors, anti-drone technologies, and more. We excel in design, project management, commissioning, and enterprise technology integrations. i2G’s mission is to provide the products and services that meet our customers’ needs to give them a vital advantage in today’s market, helping to protect what matters most.

        Responsibilities

        • Maintain a rolling 36 month labor demand forecast built from the approved budget, the signed contract backlog and the weighted sales pipeline.
        • Convert each award into a staffing requirement: role, grade or skill level, quantity, location and need-by date.
        • Track contract signature status against forecasted starts. Adjust need-by dates as contracts sign, slip or cancel, and communicate each change within an agreed service level.
        • Distinguish growth demand from attrition backfill and maintain a separate view of each.
        • Own the requisition hold list: what is on hold, why, who owns the release, and the expected release date.
        • Reconcile budgeted headcount against actual headcount monthly, and explain the variance in business terms rather than in spreadsheet terms.
        • Track hires against plan by month, role family and market, and report the trend.
        • Measure and publish forecast accuracy, and improve it quarter over quarter.
        • Quantify the revenue and margin consequence of a staffing shortfall so trade-offs are visible when priorities compete.
        • Determine the right mix of skill levels for each market and project profile, balancing cost, ramp time, certification requirements and availability.
        • Contribute to i2G’s technician mix strategy: recommend the balance of apprentice, installer, service and senior grades the business should carry, and how that balance should shift as the mix of work, geography and technology changes.
        • Partner with operations and learning and development to build and maintain the technician skills matrix. Define the capabilities that distinguish each grade, and keep the matrix current as platforms, products and codes change.
        • Express demand in capabilities rather than headcount, so the plan states which skills are needed where and by when, not simply how many people.
        • Use the skills matrix to identify capability gaps ahead of demand, and recommend whether each gap is closed through training, internal progression or external hire.