General Manager of Service Operations

General Manager Of Service

A large, well-capitalized equipment and power systems organization is hiring a General Manager of Service to lead its divisional service business. This is a true operating seat, not a caretaker role. You will own the service P&L, the shop and field service teams behind it, and the customer relationships that keep critical operations running.

The division is growing on the back of data center construction, healthcare and municipal infrastructure, energy demand, and an installed base that keeps expanding. The company needs a leader who can scale the service organization to match it someone who can build technician capacity, tighten operational discipline, and turn a busy department into a predictably profitable one.

What You'll Own

• P&L ownership. Full accountability for service revenue, gross margin, and departmental profitability you build the budget, you defend it, you hit it.
• Team leadership. Recruiting, developing, and retaining technicians and front-line supervisors in one of the tightest labor markets in the industry. Building a bench and a career path is a core part of the job, not a side project.
• Operational performance. Technician utilization and billable efficiency, work-in-process aging, work order quality, warranty claim recovery, and parts-and-service attachment. You'll be expected to know your numbers cold and act on them.
• Service execution. Scheduling and dispatch across shop and field, planned maintenance contracts, startups and commissioning, load bank testing, major overhauls, and 24/7 emergency response coverage.
• Customer ownership. You are the senior service voice with major accounts escalations, service agreements, uptime commitments, and the relationships that grow the contract base.
• Safety. Owning and reinforcing a genuine safety-first culture across shop floors, customer sites, and field operations.
• Growth and strategy. Capacity planning, tooling and facility investment, process improvement, and partnering with sales and parts leadership to grow the aftermarket business.

What Success Looks Like

In the first year, you're expected to have a firm grip on the numbers and the team: utilization and efficiency trending up, WIP aging under control, warranty recovery clean, turnover down, and a clear plan for adding technician capacity. Beyond that, the mandate is growth expanding the maintenance agreement base, improving response times, and building a service organization that the sales side can sell against with confidence.