IT Service Department Manager

IT Service Department Manager

Location:
Nashville, TN (In office)

Full-Time, Exempt

Reports to: VP of Service

Position Overview

The Service Department Manager leads Technology Lab's service delivery organization across all regions, providing hands‑on leadership to the regional Help Desk Supervisors and the technician pods beneath them. This role owns consistency, quality, and accountability across the full service desk operation — turning regionally‑run teams into one department that performs to a single standard, closes tickets on time, and keeps clients confident in Technology Lab's delivery of white glove service.

This is a working leadership role: coaching supervisors, resolving what they can't, and translating company‑wide service goals into the day‑to‑day rhythm of the department.

Reporting Structure

Reports to: Brian LaPratt, Vice President of Service

Direct reports: 3 Help Desk Supervisors, each leading a regional pod of technicians. Indirectly, this role sets the tone and standards for every technician working within those three pods — Tier 1 through Tier 3 — without displacing the Supervisors' direct day‑to‑day management of their people.

Key Responsibilities

Team Leadership & Development

• Directly manage and coach the Help Desk Supervisors — regular 1:1s, performance feedback, and career development.
• Build supervisor capability so each pod runs consistently whether or not the Supervisor is available that day.
• Participate in hiring, onboarding, and performance decisions for Supervisors and, where escalated, for technicians within the pods.
• Own the department's seat on Technology Lab's Accountability Chart, with clear Rocks and a weekly Scorecard tracked in Strety.

Service Delivery & Operations

• Standardize ticket handling, escalation paths, and SLA targets across Central, FL & NOC, and West so clients get the same experience regardless of region.
• Monitor Halo PSA queues at the department level — ticket aging, backlog, and workload balance across pods — and step in where a pod is falling behind.
• Own the escalation path for tickets and clients that Supervisors can't resolve, including after‑hours or high‑severity incidents.
• Partner with the NOC function (FL & NOC pod) on monitoring and alerting standards that should extend department‑wide.
• Ensure Gold Standard hardware/software and Managed Services commitments (Network Mgmt, Backup/DR via Datto, TL Guardian, Endpoint/Email Security via Guardz, Dark Web , iPad Mgmt, Network Cabling) are being delivered to the SLA clients were sold.

Process, Quality & Metrics

• Define and maintain the department's Scorecard — ticket volume, SLA compliance, first‑response and resolution time, CSAT, and reopen rate — and report it to the VP of Service weekly.
• Run root‑cause review on recurring or high‑impact issues and turn findings into process fixes, not one‑off patches.
• Keep department‑wide documentation (Halo Cheat Sheets, SOPs, DOCS entries) current as tools and processes change.
• Identify where a technical issue is really a process or training gap, and fix the gap rather than the symptom.

Client Relations & Cross‑Departmental Collaboration

• Serve as the internal escalation point for at‑risk service accounts, working alongside Client Relations and Sales on Technology Business Reviews and service recovery.
• Coordinate with Projects so onboarding, migrations, and installs hand off cleanly into ongoing support.
• Coordinate with Procurement on parts, RMAs, and hardware needs that affect open tickets.
• Represent the Service Department in company‑wide planning (quarterly/annual sessions, budget and headcount planning) alongside the VP of Service.

Staffing & Resource Planning

• Forecast staffing needs by pod based on client growth, ticket volume trends, and regional coverage (including…