Director of Operations

Director of Operations

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.

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. This is a hands‑on operator role for a leader who wants to be close to the field, coach managers, improve the customer experience, and make the numbers move.

The right candidate is an operator first and a process improver second.

• Competitive compensation: $140,000 - $170,000, with target around $165,000 based on experience, plus quarterly and annual bonus opportunity tied to controllable outcomes.
• Bonus opportunity tied to gross margin, labor productivity, call center/booking execution, callback reduction, install utilization, and EBITDA conversion.
• Weekly pay every Friday.
• Start earning PTO immediately.
• Medical benefits, including dental, vision, and life insurance.
• Generous 401(k) company match.
• 6 paid holidays.
• Ongoing technical, sales, and leadership development training.
• Local team culture with the support of Flint Group’s peer network and operating resources.

• 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‑along, board reviews, warehouse walks, and customer issue follow‑up.
• Turn performance gaps into simple action plans with clear owners, dates, and follow‑through.

• 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.

• Own trade‑level gross‑margin execution through labor productivity, material/equipment control, pricing discipline, and job quality.
• Use Service Titan 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.

• 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.

• Stabilize call center leadership and floor execution.
• Lock a repeatable weekend staffing model by trade.
• Build a service/install capacity plan that supports peak demand and profitable growth.
• Improve job‑costing discipline and gross‑margin visibility by department.
• Strengthen plumbing, electrical, generator, and install execution through clearer manager accountability.
• Reduce the GM bottleneck by making department managers more self‑sufficient and accountable.
• Establish a simple manager scorecard and weekly commitment cadence.

• Profitability:
  Company gross margin, trade‑level gross margin, labor % by department, material/equipment %, and EBITDA…