Regional Service Manager

Evolving Solution Services; Williamsport (Lycoming County); On-site; USD 95,000 - 125,000; Full time

Job summary

Evolving Solution Services seeks a Regional Service Manager to lead the service organization across a multi-branch region in Williamsport, PA. The role requires active field leadership, staffing development, safety oversight, and strong P&L accountability in a fast-paced environment.

The RSM will guide lead technicians, apprentices, and supervisors, ensuring high-quality service delivery, effective scheduling, and cross‑regional collaboration to meet client commitments and growth targets.

Qualifications

• Bachelor-level leadership not required; but proven ability to lead service teams is essential.
• Five or more years leading crane service operations or equivalent industrial service teams.
• Strong safety and quality focus with P&L accountability awareness.
• Willingness to travel regionally and manage multiple branches.

Responsibilities

• Build and scale a regional service organization across branches and sub-regions.
• Develop Supervisors to manage technician and apprentice performance and safety.
• Oversee regional service P&L, performance metrics, and capacity planning.
• Lead field operations, major installations, and critical client engagements.
• Ensure safety programs, audits, and documentation meet company standards.

Skills

Leadership

Supervisory

Operations management

Safety program

Education

High school diploma or GED

Tools

OSHA 30

CDL

Welding

Job description

If you are unable to complete this application due to a disability, contact this employer to ask for an accommodation or an alternative application process.

Regional Service Manager

FullTime Management Williamsport, PA, US

3 days ago Requisition ID: 1044

Executive Summary

The Regional Service Manager (RSM) builds, develops, and leads the service organization across an assigned region, with accountability for leadership depth, technician and apprentice development, safety, technical quality, performance, succession, service P&L, and operational readiness.

In developing branches or sub-regions, the RSM may directly lead Lead Technicians, technicians, and apprentices until staffing and operational complexity support a dedicated Service Supervisor. As the organization grows, the RSM is expected to build leadership underneath the role and transition day-to-day team management to Supervisors and Leads.

This is a working leadership role. The RSM remains active in major installations, complex repairs, shutdowns, site visits, field audits, technical escalations, and coaching. Routine inspections and standard service coverage should normally be handled by the team when adequate resources are available.

The RSM participates in company leadership and management meetings and partners with ROCs, other RSMs, Project Managers, EHS, Sales, and Operations Leadership.

The ROC owns the work and client commitment. The RSM builds and leads the service organization that executes the work and is accountable for regional service P&L performance.

Role Interfaces and Ownership

Regional Operations Coordinator (ROC): Owns service-call intake, scheduling, dispatch, work prioritization, routine operational client communication, and tracking work through completion.

Regional Service Manager (RSM): Owns the regional service organization, leadership development, technician/apprentice capability, safety, quality, performance, succession, readiness, and second-level regional service P&L accountability; assumes first-line P&L accountability where no Supervisor is assigned.

Service Supervisor: Owns day-to-day technician/apprentice leadership, coaching, safety, quality, performance, accountability, and first-line service P&L performance within an assigned branch or sub-region.

Lead Technician: Provides first-line field and technical leadership, mentoring, jobsite coordination, and initial audit of technician and apprentice job time, Green Sheets, and required field documentation.

Project Manager: Owns execution of new equipment, installation, upgrade/modification, and engineering projects.

Operations Leadership: Resolves significant cross-regional resource conflicts, major priority disputes, organizational needs, and escalated business issues.

Essential Duties and Responsibilities

Regional Leadership and Team Development

• Build and maintain a strong, scalable service organization throughout the assigned region.
• Lead, coach, develop, and hold Service Supervisors accountable for branch and sub-regional performance; directly lead Leads, technicians, and apprentices where a dedicated Supervisor is not yet warranted.
• Determine when branch growth, headcount, geography, workload, or complexity warrants additional Lead or Supervisor support.
• Develop apprentices, technicians, future Leads, Supervisors, and RSMs; maintain succession depth and reduce dependence on individual employees.
• Establish consistent expectations for safety, quality, productivity, documentation, professionalism, client interaction, and accountability.
• Support recruiting, onboarding, retention, performance management, and succession planning; identify staffing and capability gaps early.
• Support the startup, development, and integration of new branches, territories, or acquired service operations.

Supervisor and Lead Development

• Develop Supervisors to manage technician and apprentice performance, coaching, safety, quality, development, accountability, and branch financial performance.
• Develop Lead Technicians as the first level of daily field leadership, technical support, apprentice mentorship, and documentation accountability.
• Ensure Leads perform the first-line audit of technician and apprentice job-time accuracy, Green Sheet accuracy/completeness, and required field documentation; routine issues should be corrected at the Lead level and repeated concerns escalated.
• Use spot audits, trend reviews, and field observations to verify the Lead/Supervisor process rather than personally reviewing every technician transaction.
• Prepare qualified Leads for Supervisor opportunities and Supervisors for greater leadership responsibility.

Training, Apprenticeship and Mentorship

• Partner with other RSMs, EHS, Operations Leadership, and subject‑matter experts to develop and maintain companywide training programs.
• Identify recurring technical, safety, documentation, and leadership skill gaps and coordinate training to address them.
• Build and improve apprenticeship and mentorship programs with defined skill progression, field experience, training, and advancement expectations.
• Evaluate training and mentorship effectiveness through safety, capability, quality, productivity, retention, and advancement.

Field Leadership

The RSM is expected to maintain regular hands‑on field involvement throughout the assigned region. Field time should be focused where the RSM’s technical experience, leadership presence, or authority adds the most value.

• Major installations, modernization work, and complex troubleshooting or repairs.
• High‑risk or high‑impact work, shutdowns, and critical client events.
• Site visits and client‑facing technical support.
• Jobsite audits, quality reviews, safety observations, and coaching of apprentices, technicians, Leads, and Supervisors.
• New or developing branch support and significant technical, safety, quality, or client escalations.
• Field participation when staffing or business conditions require it, while avoiding becoming the default first response for routine inspections or standard service coverage.

The RSM is expected to lead by example and remain technically credible while building an organization capable of executing routine work without constant direct intervention.

Safety, Quality and Execution

• Reinforce company safety expectations and partner with EHS on programs, observations, corrective actions, and compliance.
• Ensure regular toolbox talks are conducted across assigned branches and teams; periodically lead toolbox talks and develop Supervisors and Leads to own routine delivery and follow‑through.
• Conduct field audits, site observations, and quality reviews to verify safe work practices, technical standards, complete documentation, professional client interaction, and clean job closeout.
• Monitor rework/warranty, documentation, performance, client concerns, incidents, near misses, and quality trends; ensure recurring issues are addressed at the appropriate leadership level.
• Use audit findings and performance trends to coach leaders, improve standards, and reduce repeat problems.
• Drive improvements in safety, quality, productivity, job readiness, profitability, documentation, and rework prevention.

Regional Readiness and Capacity

• Maintain visibility to apprentice/technician capabilities, certifications, training needs, staffing, leadership depth, tools, equipment, vehicles, PPE, and field readiness.
• Work with Supervisors and Leads to identify staffing, leadership, and development needs before they become operational constraints.
• Coordinate cross‑branch and cross‑regional resources when needs exceed normal branch capacity and support after‑hours technical escalation as required.
• Ensure developing branches have appropriate leadership coverage and a clear plan for adding Leads or Supervisors as the team grows.
• Communicate technician capability, restrictions, resource concerns, and development needs to ROCs and Operations Leadership.

Service P&L, Performance and Operational Visibility

• Review branch and regional service P&L and key operating indicators, including revenue, gross profit, utilization, overtime, backlog, travel, rework/warranty, documentation, safety, and training.
• Hold Service Supervisors accountable for first-line service P&L performance within their assigned branch or sub‑region; where no Supervisor exists, assume first‑line accountability for that operation.
• Serve as second‑level P&L accountability across all branches in the region; identify unfavorable trends or variances and drive corrective action.
• Participate in branch and regional service budgeting and forecasting and recommend staffing, training, equipment, and other investments based on workload and financial performance.
• Manage controllable profitability drivers including staffing, labor efficiency, overtime, travel, productivity, rework, tools/equipment, and training while protecting safety, quality, and client commitments.
• Use performance trends and field‑audit results with Supervisors and Leads to establish corrective actions, coaching priorities, and improvement plans.
• Partner with ROCs and Operations Leadership on revenue/margin, backlog, scheduling, capacity, and execution while maintaining clear ownership and surfacing risks early.

Regional and Companywide Collaboration

• Partner closely with other RSMs to establish consistent service standards, leadership expectations, and best practices across all regions.
• Share technical expertise, technician resources, lessons learned, and staffing support across regional boundaries as needed.
• Work collaboratively with other RSMs to resolve cross‑regional staffing, technical, training, and capacity challenges.
• Develop common processes and expectations rather than allowing branches or regions to operate independently without alignment.
• Participate in company leadership, operational, and management meetings; surface regional staffing, safety, quality, capacity, performance, and client risks and drive agreed actions through the region.
• Represent the perspective and needs of Supervisors, Leads, technicians, and apprentices in broader business decisions.

Client and Cross‑Functional Support

• Support key client relationships through technical expertise, leadership presence, and timely escalation support.
• Participate in major site visits, shutdown planning, kickoff meetings, client meetings, and complex technical discussions when appropriate.
• Partner with ROCs while maintaining clear ownership: the ROC owns scheduling, prioritization, routine operational communication, and completion tracking; the RSM owns the people and organization responsible for execution.
• Partner with Project Managers on installations, modernizations, and complex projects requiring service resources.
• Communicate field‑observed sales opportunities to the appropriate internal team.

Leadership Expectations and Measures of Success

The RSM is expected to lead from the front while building an organization capable of succeeding without constant direct intervention. Success is measured not only by the RSM’s individual technical contribution, but by the strength and consistency of the organization developed underneath the role.

• Strong, accountable Supervisors and Leads who can independently run day‑to‑day branch/field execution, with clear succession depth.
• Apprentice and technician skill progression, mentorship participation, apprenticeship advancement, and internal promotion readiness.
• Consistent safety performance, toolbox‑talk execution, field‑audit follow‑through, and reduction of repeat safety concerns.
• Improved technical quality, documentation accuracy, Green Sheet/job‑time compliance, job closeout, and reduced rework.
• Consistent service standards and collaboration across branches and regions, with disciplined financial performance and timely staffing/capacity decisions that support growth without losing control of service execution or controllable costs.
• Effective communication upward to leadership and downward through Supervisors, Leads, technicians, and apprentices.
• Selectively field involvement focused on audits, coaching, major work, complex problems, and high‑value technical support rather than routine coverage.

Education and / or Work Experience Requirements

• High school diploma or GED required.
• Five or more years of overhead crane service experience or comparable industrial service experience strongly preferred, including electrical, mechanical, rigging, troubleshooting, and installation work.
• Demonstrated experience leading service teams or operations and developing employees or emerging leaders.
• Strong technical credibility, communication, organization, and leadership skills, including difficult performance and accountability conversations.
• Ability to manage multiple branches and priorities, collaborate across functions, and manage service financial/operational performance including revenue, gross profit, labor utilization, overtime, and controllable operating costs.
• Valid driver’s license with no more than two current moving violations; regular regional travel is expected, with occasional outside‑region/overnight travel and flexibility for extended hours, shutdowns, and emergency escalations.
• Previous formal supervisory/management experience strongly preferred; welding, CDL, fleet coordination, technician training, crane operator/electrical/rigging certifications, hydraulic troubleshooting, and OSHA 30 are pluses.
• Ability to safely perform essential job functions, maintain regular attendance, lift/move 80 lbs. or more, work at height or in confined spaces, participate in field work, and obtain/maintain required DOT certification.