Operations Manager

One Jan; Canada; Remote; CAD 120,000 - 180,000; Full time

Job summary

One Janitorial is a Canada-wide remote service provider that sells and delivers commercial cleaning contracts through alliances, with the entire operation run by a remote team.

The Head of Operations will run the delivery side day to day, report to the Owner, and ensure targets are hit when leadership is away. Responsibilities include leading managers, owning the support book-of-business model, and driving process improvements across Sales, Support, Accounting and Recruiting.

Qualifications

• Hard minimums for running operations in a remote, multi-site setting.
• Experience managing managers or team leads (2+ years).
• Experience running remote teams and handling external vendors under SLAs or contracts.
• Excellent written and spoken English.
• Strong systems thinking and process ownership.

Responsibilities

• Lead the managers and team leads to drive department numbers.
• Own the support book-of-business model and ensure ownership across client buildings and cleaning companies.
• Run by the numbers with daily/weekly metrics and weekly owner updates.
• Keep the money side clean by reconciling client credits and cleaner deductions and maintaining timely invoices.
• Fix the system, not just the day by improving handoffs and documenting processes.

Skills

Operations management

Managing managers

Remote team management

Vendor/SLA management

Excellent English

Job description

One Janitorial — Remote, Full-time, Contract

About One Janitorial

One Janitorial sells commercial cleaning across Canada. We have about 700 clients: medical clinics, offices, retail, warehouses and restaurants. We are growing toward $7-10M in revenue in 2027.

We do not clean buildings, and we do not employ the cleaners. We sell the contracts. Then we hand the work to 180+ independent local cleaning companies. We call them alliances.

Everything else is done by a fully remote team. It runs like a BPO. Each department works by written process, response clocks and daily numbers.

Here is the part most people miss. Our Support reps own a book of business, start to finish. One rep owns about 40 client buildings and the 10 or so cleaning companies that clean them. That rep answers the complaints, runs the cleaner changeovers, meets each cleaning company every month, checks inspections, and finds new cleaners. The cleaners do not work for us. The buildings are thousands of kilometres from the rep. The rep still owns the result.

That model works when the process holds. When it slips, tickets get closed before the problem is fixed, the same building calls back three times, and a client walks into a dirty office the next morning.

Our rule is simple: over promise, over deliver. The operation is how we deliver. You run it.

The Role

You run the company's delivery side day to day. Client Support, Accounting and Recruiting report to you through their managers and team leads. You report to the Owner.

Your job is to make the numbers hold without the Owner in the room. The test is simple. The Owner is gone for two weeks, and every target still hits.

What You'll Actually Do

1. Lead the managers and team leads. You will:

Run a weekly one-on-one with each manager against their department's numbers

Coach them to lead their teams, not do their team's work

Sit in on live calls yourself — cancellations, missed cleans, money disputes — so you know the job you are coaching

Call a problem the day you see it, the same way for everyone

2. Own the Support book-of-business model. You will:

Make sure every client building and every cleaning company has one named owner, every day, including when someone is away

Keep each rep's book at a size they can actually serve

Cut repeat tickets — when the same building calls back, the first fix failed, and you find out why

Hold the response clocks: first touch on a complaint within 2 hours, a cancellation the same day with a plan, cleaner replies within 4 hours

3. Run by the numbers. You will:

Read the daily 7 AM team score: tickets created, worked, solved, unresolved, closed too early and left stale

Track the weekly line: backlog going down, repeat tickets, lost-client dollars, monthly cleaner meetings held, 30-day client check-ins done

Report to the Owner every week: what is working, what is not, and what you are doing about it

4. Keep the money side clean. You will:

Make sure client credits and cleaner deductions match, and are approved before anyone tells the cleaner

Keep the monthly cycle on time: cleaner invoices by the 10th, statements by the 20th, cleaners paid on the 1st

Keep unpaid client invoices over 30 days moving every day

5. Fix the system, not just the day. You will:

Find where work drops between Sales, Support, Accounting and Recruiting, and fix the handoff

Make sure every process is written, trained and followed

Roll out changes cleanly, and check that they worked

What You Need to Have

Experience — these are hard minimums, not preferences

At least 3 years running operations in a BPO, outsourcing, shared-services or multi-site service business

At least 2 years managing managers or team leads — people who ran their own teams. Leading frontline staff only does not meet this

At least 2 years managing a team that worked remotely

Experience holding an outside company — a vendor, subcontractor or partner — to an SLA or contract

A process you fixed, with before-and-after numbers you can name

Excellent written and spoken English

Strongly preferred

Account management or service delivery where each rep owned a book of clients

Facility services, cleaning, field service or logistics

North American clients

We also look at your work history. Several jobs under eight months in the last few years, or repeated gaps between jobs, will count against you. We will ask you about it.

You think in systems. You see the whole process, not just the task.

You find the root cause. "Missed the target" is never a root cause.

You manage by the numbers and always know where the operation stands.

You lead from a distance: clear written expectations, steady follow-up, nothing assumed.

You are relentlessly organized.

Personality (non-negotiable)

Owner mentality — you treat the operation like it is yours

Calm and decisive under pressure — you fix the fire, then fix the cause

Direct but caring — a high bar, never personal

Accountable — you own the result, good or bad

Reliable — great attendance, early every day

Setup (non-negotiable)

A computer, not a phone, in a quiet room where nobody else can be heard

A good camera and a professional appearance on video

A quality headset with a clear microphone

Reliable high-speed internet, plus a backup connection

Backup power that keeps you working for at least four hours in an outage

Calls and meetings are recorded and reviewed. This is how we coach.

What This Job Is Not

Not a first management job. You have led leaders before.

Not a hands-off role. You are in the calls, the one-on-ones and the numbers every day.

Not for someone who avoids hard conversations. Holding managers and partners to the standard is the job.

Not a slow company. We move fast.

If you're thinking "this is the role I've been looking for," apply. If you're thinking "I could probably do most of this," please don't.

The Hiring Process

• Application review — we respond within 5 business days
• A short written exercise — a real week of numbers from one of our support teams. You tell us what you see and what you would do first.
• 30-minute meeting with HR
• Interview with the Owner
• Two reference checks, including at least one person you managed