Operations Manager

About the role

ACS is a private-equity-backed platform of HVAC and plumbing companies operating under 14 brands across four regional groups. The playbook is written, the systems are in place, and the scorecards exist. What separates a good month from a great one is whether every brand actually runs the process the same way, every day – and whether anyone is watching closely enough to know. The Operations Support Manager is that person. Reporting to the Vice President of Operations / Chief Operating Officer, this role turns the data our field and call center operations generate into clear, usable reporting, then uses that reporting to hold brands accountable to the ACS standard. The role sits at the intersection of analysis and execution: build the report, read what it says, and go make sure the brand does something about it. The work covers four things – operational reporting and analysis, call center performance, process compliance across brands, and follow-up on outstanding replacement proposals.

Responsibilities

• Reporting and analysis: build, maintain, and distribute recurring daily, weekly, and monthly reporting out of ServiceTitan (call volume, booking rates, dispatch efficiency, technician performance, revenue, membership, estimate and proposal pipeline); analyze operational and sales data across call center and field operations to identify trends, bottlenecks, and opportunities, and bring findings to the Vice President of Operations with a recommendation; partner with leadership to define and track KPIs on the platform scorecard, keeping KPI definitions and rollup logic consistent across all 14 brands; audit data entered into ServiceTitan for accuracy and completeness (job types, lead source attribution, tagging, job costing) and drive corrections at the source; build dashboards and ad hoc analysis to support decisions by operations, sales, and marketing leadership; support the monthly business review with execution-side analysis and track follow-up on commitments made in that meeting.
• Call center performance: monitor call center performance across the platform (speed to answer, abandoned call rate, booking rate, average handle time, first-call resolution, conversion by CSR); watch the call board daily; know how many service calls each brand has booked against capacity, how far out the board is scheduled, and where the holes are before the day starts; tie board fill to the revenue budget; know what a brand needs on the board this week to hit its number, and raise the alarm early when the math does not work; drive outbound effort when inbound demand will not fill the board (maintenance agreements due, unsold estimates, recall and deferred repair lists, membership renewals, dormant customer campaigns); document and continuously refine call center SOPs (booking protocols, call scripts, escalation paths, quality standards); monitor call recordings and quality scoring to identify coaching opportunities and process gaps, and work with call center leadership to close them; help train new and existing call center staff on ServiceTitan workflows and best‑practice standards.
• Process compliance across brands: maintain and communicate the ACS standard operating procedures for core operating functions