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Branch Manager - Long Beach, CA

Job in Long Beach, Los Angeles County, California, 90802, USA
Listing for: National Guard Employment Network
Full Time position
Listed on 2026-08-14
Job specializations:
  • Management
    Operations Management, General Management, Financial Manager, Retail & Store Manager
Job Description & How to Apply Below

Branch Manager

The team at Coastline is looking to hire a Branch Manager at their Long Beach, CA branch. Role Overview As the senior leader of the dealership, the Branch Manager is responsible for driving the operational, financial, and strategic performance of a $55M+ heavy equipment dealership with a workforce of 40+ employees. The Branch Manager is accountable for the dealership's overall performance, including profitability, customer satisfaction, employee development, safety leadership, and execution of strategic objectives across Sales, Parts, Service, Rental, and Construction Technology operations.

The role requires a hands-on, business-minded leader capable of aligning department managers, enforcing consistent processes, building strong customer relationships, and creating a branch culture focused on safety, accountability, teamwork, and superior service. The Opportunity Long Beach operates in one of the strongest construction equipment markets in the Coastline Equipment network, supported by infrastructure investment, construction activity, and an established customer base.

This role provides the opportunity to lead a flagship operation and influence future business performance across Southern California. The Ideal Candidate You are currently a Branch Manager, General Manager, Operations Manager, or similar leader within a construction equipment, rental, or capital equipment organization. You aspire to lead beyond the boundaries of a single department or branch and have demonstrated the ability to build high-performing teams that consistently deliver results and excellent customer experience.

You think like a business owner and understand how people, customer relationships, operational execution, and financial performance work together to create sustained growth. Key Responsibilities Drive profitable growth and overall branch performance Establish clear operating rhythms, priorities, and performance expectations Ensure consistent execution of dealership policies, processes, and standards Strengthen customer relationships and expand business opportunities Recruit, develop, and retain a high-performing leadership team Coach and mentor department managers to achieve operational excellence Foster a culture of accountability, ownership, and continuous improvement Promote collaboration across Sales, Parts, Service, Rental, and Construction Technology departments Champion a strong safety culture and commitment to customer service excellence Financial Responsibilities The Branch Manager must be capable of leading the branch with a business operator mindset, not simply an operations manager.

This includes ownership of the full branch P&L, command of department profitability, and the ability to use dealership metrics such as absorption, labor recovery, rental utilization, parts turns, inventory age, gross margin, and expense control to drive better decisions. This leader must identify where profit is being created or lost, hold department managers accountable for financial results, and turn financial reporting into clear operating actions that improve branch performance.

Manage branch P&L, annual budgets, payroll, expenses, receivables, inventory and branch controllable costs. Develop an annual branch business plan with clear department goals, financial targets, staffing needs and market initiatives that support overall dealership goals. Manage department-level profitability, understanding where each department creates or loses profit and how Sales, Parts, Service, and Rental performance affect the total branch result. Lead through dealership operating metrics, including absorption rate, labor recovery, technician productivity, parts turns, rental utilization, aged inventory, warranty recovery, and expense control.

Turn financial results into action, requiring managers to explain variances, own corrective plans, and connect daily operating decisions to measurable financial outcomes. Ensure branch assets, facilities, vehicles, tools, equipment, and inventory are managed and used efficiently.

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