Capacity Planning Manager

We need to output HTML fragment with sections for headings: About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. Only include sections that have real specific content. The posting includes Overview (maybe About the role), Responsibilities, Qualifications (maybe Requirements?), also mentions Skills? It mentions "Strong quantitative modeling capability. Advanced Excel required... Experience partnering... Experience in low-voltage... Familiarity with project accounting... Exposure to state and local licensing... Experience building or managing trade school... Proficiency with Power BI, Tableau... Bachelor's degree..." Those are qualifications/requirements. There's no explicit Benefits, Pay, Schedule. So we should not include those sections. Also there is "Company Overview" and other boilerplate like Equal Opportunity Statement, which we should remove. Also "Overview Together, We Enhance Innovation and Growth i2G specializes..." That's about the company, not role. The role description starts after that: "The Capacity Planning Manager builds and maintains..." So we can treat that as About the role. We'll put that in

About the role

with

containing the description. Responsibilities: we have a big block under "Responsibilities". We'll put that under

Responsibilities

with

• items for each bullet. Need to preserve all substantive info; we can break into list items per sentence or per bullet. The original has paragraphs with multiple sentences; we can split into list items for each distinct responsibility. We'll keep the content. Requirements: The posting has "Qualifications Required" which is essentially requirements. We'll put under

  Requirements

  (or Qualifications?). The instruction says use headings like Requirements, Qualifications, Skills, Benefits, Pay, Schedule. We have both Requirements and Qualifications; we can choose one. Since the section is titled "Qualifications Required", we could map to

  Qualifications

  . But also we have "Skills" maybe separate? The qualifications include skills like Advanced Excel, Power BI, etc. Could put under Skills. However instruction: Prefer a few substantive sections over many thin ones. We could combine Requirements and Qualifications into one section, but headings are prescribed; we can choose to use Qualifications heading and put all qualification content there. Skills could be omitted if not separate. But we have skill specifics; we could include them under Qualifications. That's fine. We must not repeat job title as heading. No Job ID. Remove boilerplate: Company Overview, Equal Opportunity Statement, links, etc. Also remove "About "Kastle Systems Makes Strategic Investment..." etc. Also remove "Learn more about i2G: https://...". Also remove "Equal Opportunity Statement". Also remove any navigation/legal/EEO. We need to preserve all substantive information: that includes the description of role, responsibilities, qualifications. Also maybe the "Overview Together, We Enhance Innovation and Growth i2G specializes..." is company overview, not role-specific; but it's substantive about the company. Should we keep? The instruction: "Preserve ALL substantive information; do NOT invent or summarize away detail." However earlier they said remove cookie/navigation/legal/EEO/equal-opportunity/scam-warning boilerplate, duplicated lines, and application instructions. The company overview is not boilerplate; it's substantive about the company. But the role description may be enough. However they said "Overview Together, We Enhance Innovation and Growth i2G specializes..." is at start. Might be considered part of the job posting overview. I'd keep it as part of About the role? But the About the role section should describe the role, not the company. However we could include a brief company overview as part of About the role? The instruction: "Use

  for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule)." So About the role is a heading; we can put role description there. The company overview could be considered part of About the role? Might be okay. But we could also add a separate heading like "About the company" but not in list; better to stick to prescribed headings. So we can incorporate company overview into About the role paragraph. Thus About the role paragraph will include: "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. The Capacity Planning Manager builds and maintains i2G's labor demand forecast, reconciles it continuously against contract signings and actual hiring, determines the right mix of skill levels and capabilities to meet project and market requirements, owns the trade school and apprenticeship partnerships that feed that supply, and partners with the Talent Account Management Manager to convert that forecast into a prioritized, resourced hiring plan. This is an operations planning role with a heavy analytical core and a strategic remit. It is not a recruiting role and it does not own hiring delivery. It owns the demand signal, its accuracy, the capability architecture behind it, and the external partnerships that build long-term supply." That seems to capture all. Now Responsibilities: we need to break into list items. Let's extract each bullet from the responsibilities block. Original responsibilities text: "Demand forecasting and backlog translationMaintain 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 varianceReconcile 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 developmentDetermine 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 acquisitionAct 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 supportBuild 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 dataOwn 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 split into sensible list items. Could group by sections: Demand forecasting and backlog translation, Plan versus actual and variance, Talent mix, skills architecture and pipeline development, Partnership with talent acquisition, Scenario modeling and decision support, Model governance and data. We'll create

  with
  • for each major bullet, preserving details. Let's craft list items: - Maintain a rolling 36‑month labor demand forecast built from the approved budget, signed contract backlog, and 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 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. - 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