General Manager Construction

General Manager Construction

CATEGORY

Construction

LOCATION

Charlotte, North Carolina

SALARY

$175,000 - $225,000

JOB REFERENCE

249282

Job Description

General Manager

Location: Charlotte, NC

Industry: Commercial Roofing / Specialty Construction

Reports to: Executive Leadership

Position Overview:

We are seeking an experienced General Manager to lead a growing specialty construction business with significant opportunity ahead. This is a business leadership role focused on people, culture, commercial performance, accountability, and P&L ownership.

The ideal candidate is a proven leader who understands how to run and grow a project-based construction or trades business. Roofing experience is highly valued, but deep roofing expertise is not required. More important is the ability to understand the realities of field operations, project schedules, sales, estimating, margins, customers, and the people required to execute the work successfully.

This leader will take ownership of the overall business performance while partnering closely with the Operations Leader, accounting leadership, sales, estimating, and other functional leaders. The GM will be expected to establish a high-performance culture, strengthen commercial execution, develop the team, and position the business for meaningful growth.

Key Responsibilities

1. Own the Culture and Leadership Environment

Set the tone for a high-performance, accountable, professional, and collaborative culture.

Establish clear expectations around performance, teamwork, communication, and ownership.

Build a "one-team" environment across sales, estimating, administration, and operations.

Lead by example with energy, urgency, integrity, and consistency.

Recognize wins while addressing performance issues quickly and directly.

2. Own the Business and P&L

Take full accountability for the business unit's P&L and overall financial performance.

Drive revenue, gross margin, EBITDA, SG&A, productivity, and backlog performance.

Understand the key commercial and operational drivers behind financial results.

Lead regular business reviews with executive leadership.

Identify opportunities, risks, and corrective actions before they materially impact results.

Balance near-term performance with long-term growth and organizational development.

3. Lead Sales and Commercial Performance

Own sales execution, pipeline development, backlog, and revenue performance.

Establish clear expectations and KPIs for sales leadership and producers.

Ensure the sales organization consistently executes against revenue, margin, activity, and backlog objectives.

Build relationships with key customers, general contractors, property owners, consultants, vendors, and other market partners.

Help strengthen the company's reputation and presence within its markets.

Identify opportunities for growth and develop strategies to capture them.

4. Improve Estimating Discipline and Conversion

Establish accountability around estimate turnaround, accuracy, hit rates, pricing, and margins.

Partner with the Chief Estimator and sales leadership to improve estimating performance.

Ensure estimates are commercially competitive while protecting company margin objectives.

Improve the quality and predictability of backlog.

Leverage established processes and enterprise-level resources while identifying opportunities for improvement.

5. Develop and Coach the Team

Build a high-performing office and commercial team through hiring, onboarding, coaching, development, and accountability.

Identify talent gaps and make thoughtful personnel upgrades when necessary.

Establish clear roles, responsibilities, KPIs, and performance expectations.

Conduct regular coaching and performance conversations.

Develop leaders who can operate independently and effectively.

Create an environment where strong performers can grow and contribute at a higher level.

6. Align Sales, Estimating, and Operations

Create strong communication and accountability between the commercial and field organizations.

Ensure commitments made during the sales and estimating process are realistic and clearly communicated to operations.

Partner with the Operations Leader to ensure projects are positioned for safe, efficient, profitable execution.

Resolve organizational barriers and competing priorities without becoming the day-to-day field operator.

Maintain a clear distinction between business leadership and operational execution.

7. Establish a High-Performance Operating Rhythm

Lead effective weekly and monthly meetings around pipeline, sales activity, estimating, backlog, margins, staffing, and key business issues.

Establish meaningful leading and lagging indicators.

Ensure meetings result in clear ownership, deadlines, and follow-through.

Use data

30-50M

60-75 Employees

3 locations

P&L 30-50M

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