General Manager

GENERAL MANAGER

Employment Type: Full-Time

FLSA Status: Exempt

Level: Executive Leadership

Reports To: Chief Executive Officer (CEO)

ABOUT THE ROLE

The General Manager is accountable for ensuring the operating business consistently delivers revenue and profit within expectations. This is the most senior operational leadership seat in the organization. The GM sets the performance standard, develops the leadership team, and drives execution of the strategic plan.

Success in this role means bringing an owner's mindset to a company you did not build, and leading with the integrity and accountability that earn trust from employees, customers, and ownership.

OUR CORE VALUES

As General Manager, you set the tone for the organization. These values are only as real as how consistently you live them, especially when it is inconvenient.

- Trust Is Our Foundation: We build lasting relationships through integrity, accountability, transparency, and reliability - doing what we say, owning our mistakes, and treating every person the way we would want to be treated.

- Always Learning, Always Teaching: We pursue continuous improvement in everything we do, invest in the growth of those around us, and generously share what we know.

- Teamwork Is Our Edge: We achieve exceptional results through collaboration, open communication, and genuine mutual support across every project and every department.

- Our Work Is Our Proof: We let the quality of our work, the professionalism of our conduct, and the results we deliver speak for themselves in every task, project, and client interaction.

KEY RESPONSIBILITIES

Strategic Leadership

- Champion the company's operating system across the business unit and hold the leadership team accountable to it.

- Set strategic direction that drives revenue-doubling growth, sustained profitability, and market position.

- Lead organizational planning, including quarterly and annual Rocks and priorities, aligning operational capacity, workforce planning, and financial performance into consistent execution.

- Build a leadership team capable of achieving company objectives, sustaining performance, and growing their own capabilities.

- Build and maintain a formal succession plan for the GM role and every critical leadership position, preparing internal candidates for advancement.

Culture and Workplace of Choice

- Model the core values of Trust, Learning, Teamwork, and Excellence in every decision.

- Establish the operating business as a Workplace of Choice that attracts great people, retains them, and connects them to the company mission.

- Build leaders who build leaders: ensure every manager is accountable for developing the people below them, including a safety-first mindset, so bench strength and succession readiness run deep.

Financial Performance and Management

- Own accountability for doubling company revenue within three years while maintaining a minimum 20% EBITDA margin.

- Drive results through disciplined pricing, estimating, and change-order management; accurate forecasting; and strong collections and liquidity.

- Meet the specific financial thresholds outlined in the Key Performance Indicators section below.

Workforce Leadership and Talent Management

Hiring and Talent Acquisition

- Fill key positions within 45 days through proactive recruiting pipelines that do not sacrifice candidate quality.

- Maintain a 90-Day New Hire Success Rate of at least 80% by weighing both technical capability and cultural fit.

Retention and Workforce Stability

- Keep regrettable turnover at or below 10% and total turnover at or below 20% annually through strong compensation, development, and culture, with early intervention for high performers and critical positions.

- Complete 100% of performance evaluations for direct reports twice per year.

- Maintain a monthly 1:1 completion rate of at least 90%.

- Increase internal promotion rates year over year through clear advancement paths.

Compensation Management

- Ensure 100% of employees are reviewed against established wage bands semi-annually to keep compensation fair, market-competitive, and internally equitable.

- Oversee the review process, which is run by the Office Manager using wage-band data from the Director of HR.

- Ensure every off-cycle wage adjustment goes through documented review and approval.

Operational Leadership

- Keep operations and staffing coordinated with what estimating and sales have sold, so the company can execute the work it wins without overextending resources.

- Maintain a rolling 12-month workforce plan, updated quarterly, forecasting critical staffing needs at least 60 days ahead of projected hiring.

- Drive continuous improvement that raises project execution quality, reduces waste, and increases productivity.

- Build systems that allow operational infrastructure to scale with revenue rather than constrain it.

KEY PERFORMANCE INDICATORS (KPIs)

Performance is measured across three weighted areas.

Financial Performance (50% weight)

- Double total company revenue within three years (average annual growth rate of approximately 26%) while maintaining a minimum 20% EBITDA margin, both measured against the prior fiscal year.

- Maintain forecast accuracy of at least 90% (actual vs. forecast revenue).

- Hold the Quick Ratio above 1.2 at each month-end close.

- Hold Days Sales Outstanding (DSO) under 45 days at each month-end close.

- Measured via monthly financial statements and cash flow reports; reviewed monthly by the GM with Finance and reported quarterly to the CEO/Board.

Talent, Leadership and Bench Development (40% weight)

- Achieve a 90-day new-hire success rate of at least 80%, with key positions filled within 45 days.

- Hold regrettable turnover at or below 10% and total turnover at or below 20% annually.

- Complete 100% of performance evaluations and semi-annual wage band reviews on schedule.

- Maintain monthly 1:1 completion at 90% or higher and an improving internal promotion rate year over year.

- Maintain a documented, ready-now successor for 100% of critical leadership positions, with every manager naming and preparing at least one successor-ready direct report, contributing to the company goal of 500 internal leaders by 2035.

- Measured via HRIS hiring and turnover reports, performance management records, and succession plan documentation; reviewed monthly by the GM with HR and reported quarterly to the CEO/Board.

Safety and Risk (10% weight)

- Maintain the Workers' Compensation Experience Modification (MOD) Rate below 0.90 at each policy renewal.

- Achieve zero preventable claims driving a rate increase year over year.

- Measured via workers' compensation carrier reports and claims log; reviewed at each policy renewal by the GM with HR/Safety.

QUALIFICATIONS

Required

- Proven leadership experience in electrical contracting, construction, field services, or a similarly operationally intensive industry, with direct P&L accountability.

- Track record of managing multiple departments, teams, or business functions simultaneously, with accountability for financial and workforce outcomes.

- Strong financial acumen, including the ability to interpret financial reports, identify performance drivers, and make data-informed decisions.

- Track record of recruiting, developing, and retaining high-performing teams in a competitive labor market.

- Excellent communication, leadership, and organizational skills.

- Experience implementing and managing to an operating system (EOS or a comparable framework).

Preferred

- Master Electrician License, or equivalent industry experience demonstrating deep technical knowledge.

- Experience leading organizations through significant growth or scaling initiatives.

- Advanced business, management, or leadership education or training.

ADDITIONAL INFORMATION

This description is not a complete list of duties. The work shifts, and so will this role. Management may adjust duties as business needs require.