General Manager, Home Services

Sitreps; Tampa (FL); On-site; USD 165,000 - 205,000; Full time

Job summary

Sitreps in Tampa is seeking a General Manager to own this home services brand across HVAC, plumbing, and adjacent trades. You will manage the P&L, lead the team, and drive strategic direction with operating discipline.

You will be accountable for results, with autonomy and a bias to action. Industry experience is a plus, not a requirement, as you build a profitable, growth-oriented service business.

Qualifications

• Own a P&L and be measured on results.
• Experience leading blue-collar, field/service operations.
• Capable of growth strategy while handling tactical fixes in the same day.
• Based in or willing to relocate to the Tampa area.
• Financial fluency to read the P&L and identify leaks.
• Leadership presence trusted by field staff and corporate peers.
• Comfort with ambiguity and bias to action.

Responsibilities

• Own full P&L for the business: revenue, gross margin, EBITDA, and growth targets.
• Lead service growth: build recurring revenue alongside the existing book.
• Oversee daily operations: scheduling, dispatch, technician productivity, capacity.
• Maintain weekly/monthly KPI reviews, forecasting, and corrective action.
• Lead operations managers, service managers, dispatch, CSR teams, and field technicians.

Skills

P&L ownership

Operational leadership

Autonomy & accountability

Strategic & tactical balance

Education

Bachelor's degree

MBA or operations-focused graduate degree (plus)

Tools

ServiceTitan or similar

ERP/CRM tooling

Job description

Company:Tampa-based home services brand (name disclosed upon mutual interest)

Reports To:Corporate operating leadership

Business Unit:Home services brand spanning HVAC, plumbing, and adjacent trades

Compensation:$175,000–$195,000 base + 50% bonus + LTIs

About the Role

We are hiring a General Manager to own a Tampa-based home services brand. The business runs across HVAC, plumbing, and adjacent trades, with a real service book and a real growth thesis. The seat carries the P&L, the team, and the strategic direction of the brand.

This is a true operating seat. You will own the number, the people, and the daily rigor that turns a services business into a profitable, growing one. We give our operators real autonomy and hold them accountable for the result. There is no thick layer of oversight and no playbook handed to you on day one.

The first 90 days are about getting your hands around the brand, evaluating the team, and setting the trajectory: where the service business needs to grow, where the operating discipline needs to tighten, and where the team needs to be reset. The right person treats this like their own business and has the operating instincts to back it up.

We care less about whether you have spent your whole career in HVAC, plumbing, or the trades and more about whether you have run a real P&L, led operators, and delivered results in a blue-collar, technician-driven business. Industry experience is a strong plus, not a prerequisite.

Responsibilities

• Full P&L for the business: revenue, gross margin by trade, EBITDA, and growth targets.
• The service business growth agenda: building recurring service revenue alongside the existing book.
• Daily operations: scheduling and dispatch, technician productivity, capacity planning, and service quality.
• The operating rhythm: weekly and monthly KPI reviews, forecasting, and decisive corrective action when the numbers slip.
• Leadership of operations managers, service managers, dispatch and CSR teams, and field technicians: hiring, coaching, and holding the performance bar.
• The unit economics that drive the business: average ticket, booked-call conversion, revenue per technician, service-agreement growth, callback and warranty rate, and labor and material cost control.
• Demand to revenue: partnering with marketing on lead flow, setting pricing, and converting demand into booked, profitable work.
• Customer experience: protecting CSAT, review volume and rating, and repeat and referral business.
• Safety, licensing, compliance, and fleet across all trades.
• Enterprise contribution: forecasting, budgeting, and performance reviews with corporate leadership.

Requirements

Must-Haves

• A track record of owning a P&L and being measured on the result, not just contributing to someone else's.
• Real operational leadership in a blue-collar, technician-driven business: you have run field or service operations and made them perform.
• Sharp, driven, and accountable: you want the autonomy and you want the responsibility that comes with it.
• The range to operate strategically (growth, budgeting, capacity planning) and tactically (a truck down, a blown install, a margin leak) in the same day.
• Financial fluency: you can read the P&L, find the leak, and close it. You can tell a healthy service business from a leaky one by the numbers.
• Leadership presence that earns trust from field technicians, office staff, and corporate peers alike. People-first, not spreadsheet-first.
• Comfort with ambiguity and a bias to action over waiting to be told.
• Based in or willing to relocate to the Tampa area.

Nice-to-Haves

• Roofing, HVAC, plumbing, electrical, utilities, or other home-services / fleet-based field-services experience.
• Demonstrated P&L ownership at a services business, ideally PE-backed.
• Fluency with field service management software (ServiceTitan or similar) and ERP / CRM tooling.
• Exposure to Lean, Six Sigma, or other continuous-improvement disciplines.
• Bachelor's degree; MBA or operations-focused graduate degree a plus.
• A background that built grit, ownership, and a results-first operating style (military service or similar).

Why This Role

• A true general management seat with full P&L ownership and the autonomy to run it as your own.
• A clear growth thesis with room for an operator to put a real fingerprint on the business.
• Meaningful bonus tied to the results you drive, with upside for an operator who moves the needle quickly.
• A company that hires for operating ability and attributes, not just industry tenure.
• Essential, recession-resilient home services with real, improvable unit economics.
• A chance to build and lead, not to maintain.