Director of Operations

Role Overview

The Director of Operations is the #2 operating leader. This role owns day-to-day execution across field operations, call center/dispatch, warehouse, fleet, and service-line managers. The DOO partners with the General Manager to convert demand into profitable revenue by building strong managers, filling call boards, improving field productivity, protecting gross margin, reducing callbacks/rework, and ensuring the business scales through a disciplined operating cadence.

Why Join Us?

As part of Flint Group, we pair local brand ownership with national support, peer operators, proven playbooks, and strong functional resources. We are building the leadership infrastructure for the next phase of profitable growth across HVAC, plumbing, sewer/drain, electrical, and generators.

Key Responsibilities

• Operating Leadership

  • Own the daily and weekly operating rhythm across service, install, call center/dispatch, warehouse, and fleet.
  • Build department managers into player-coaches who set expectations, inspect work, coach teams, and own results.
  • Maintain a strong field presence through ride-alongs, board reviews, warehouse walks, and customer issue follow-up.
  • Turn performance gaps into simple action plans with clear owners, dates, and follow-through.

• Demand, Capacity & Customer Execution

  • Align call center and dispatch execution with field capacity by trade so demand turns into completed, profitable work.
  • Maintain a practical capacity plan covering technicians, installers, comfort advisors, weekend coverage, and backlog.
  • Improve answer rate, booking rate, board fill, warm handoffs / TGL, install cycle time, cancellation rate, and customer follow-up.
  • Partner with Recruiting, Sales, and Marketing so growth plans are supported by the right people and capacity.

• Gross Margin & Operational Discipline

  • Own trade-level gross-margin execution through labor productivity, material/equipment control, pricing discipline, and job quality.
  • Use ServiceTitan and finance reporting to identify margin leaks and convert them into operating actions.
  • Reduce callbacks, warranty/rework, overtime drag, inventory/material issues, and unreviewed jobs.
  • Manage controllable OpEx across labor, fleet, warehouse, and operating output.

• Cross-Functional Execution

  • Partner with the GM, Finance, Recruiting, Sales/Spark, Marketing, Safety, and Flint operations support to execute the plan.
  • Translate Flint playbooks into local routines that managers can actually follow.
  • Escalate bad news early and remove blockers before they create customer, people, or margin problems.

Key Performance Indicators (KPIs)

• Profitability

  • Company gross margin, trade-level gross margin, labor % by department, material/equipment %, and EBITDA conversion.

• Call center / dispatch

  • Answer rate, booking rate, outbound activity, board fill, aged-equipment mix, dispatch quality, and cancellation rate.

• Capacity

  • Calls per tech, install crew utilization, sales-to-install capacity, sold-work backlog, and weekend coverage.

• Field execution

  • Warm handoff / TGL rate, close rate, average ticket, callback %, warranty/rework cost, and technician productivity.

• Job costing

  • Percentage of jobs reviewed before batching/export, material cleanup, loaded labor visibility, and margin variance by trade.

• People

  • Manager scorecards, open seats by trade, onboarding progress, low-performer action plans, and retention of key roles.

• Customer

  • Reviews, complaints, unresolved escalations, install cycle time, and customer follow-up quality.

Candidate Profile

• Must Have

  • Multi-trade home services operating experience preferred; strong comparable field operations leadership may be considered.
  • ServiceTitan operating discipline and ability to inspect the data behind the business.
  • Experience managing service managers, install managers, dispatch/call center, warehouse, and field teams.
  • Strong grasp of gross margin, labor productivity, capacity planning, job costing, and customer experience.
  • Proven ability to coach managers, set expectations, inspect follow-through, and make clean people calls when needed.
  • Field credibility: willing to ride along, walk the warehouse, inspect boards, challenge excuses, and solve real operating problems.
  • High urgency, low drama, strong follow-through, and comfort working in a growing business with imperfect information.

• Nice to Have

  • Llean, Kaizen, or continuous-improvement experience.
  • Generator, electrical, or multi-service-line growth experience.
  • Experience scaling a business from roughly $20M toward $30M+ in revenue.