HVAC Division Manager

Division Head HVAC

Position Summary

The Division Head is the operating leader of an assigned trade division and is accountable for the full day-to-day performance of that business unit. This role owns service execution technician accountability customer service purchasing and materials control invoice review profitability estimating support field issue resolution inventory control and the overall operating standard of the division.

This role is not a partial supervisor. It is a full business unit leadership role. The Division Head is expected to run the division with ownership urgency technical competence sound judgment and strong follow-through. The person in this seat is responsible for ensuring work is executed properly technicians are supported and held accountable customers are taken care of invoices are correct materials are controlled and the division performs in a way that protects both company reputation and cash flow.

The Division Head is expected to support company growth contribute to business development strengthen customer relationships and help generate revenue opportunities through operational excellence and direct customer engagement. Incentive compensation may be tied to company performance and growth.

This position reports directly to the President.

Core Purpose

To run the division as a complete operating business unit by owning field execution technician performance customer outcomes invoice quality purchasing discipline and division profitability while contributing to company growth and market reputation.

Primary Outcomes

This role is successful when:

1. The division operates in a disciplined responsive technically sound manner.
2. Technicians perform at a high standard and are held accountable for quality conduct documentation and customer service.
3. Customers experience strong execution clear communication and reliable follow-through.
4. Work is reviewed properly invoiced accurately and moved quickly toward collection.
5. Materials purchasing and inventory are controlled with discipline.
6. Problems are solved within the division rather than pushed upward unnecessarily.
7. The division contributes positively to company reputation growth and profitability.

Role Scope and Ownership

1. This role owns the assigned divisions operating performance.
2. This role owns technician oversight field accountability and technical support.
3. This role owns purchasing materials review PO review and inventory control for the division.
4. This role owns final invoice review and invoice accuracy before billing submission.
5. This role owns estimating support operational customer problem-solving and divisional profitability.
6. This role contributes to sales and company growth through direct customer interaction field opportunity development estimating support and operational credibility.
7. This role is expected to operate independently and not rely on the President for routine jobbing decisions.

Key Responsibilities

Division Operations Leadership

1. Run the full day-to-day operations of the assigned division.
2. Ensure service work is executed safely professionally profitably and in a manner consistent with company standards.
3. Maintain command of the divisions open work technician workload customer issues material needs invoice status and operational bottlenecks.
4. Make timely operational decisions that keep work moving and protect customer confidence.
5. Own the division as a business unit rather than as a narrow technical department.

Technician Leadership and Field Accountability

1. Directly lead and manage division technicians.
2. Set expectations for work quality productivity customer conduct documentation communication and accountability.
3. Provide technical support coaching direction and field problem-solving.
4. Review technician performance and address weak execution poor habits callbacks incomplete notes low urgency or professionalism issues directly.
5. Conduct field oversight ride-alongs job reviews and quality checks as needed.
6. Ensure technicians represent the company well and operate with discipline in the field.
7. Build a strong production culture without tolerating avoidable sloppiness weak follow-through or poor documentation.

Technical and Jobbing Oversight

1. Serve as the primary technical authority and operating leader for the divisions work.
2. Support technicians and office staff in diagnosis job progression scope understanding customer communication and service recommendations.
3. Resolve technical issues execution failures and jobsite challenges quickly.
4. Ensure completed work is adequately documented and operationally supportable.
5. Step into difficult jobs customer issues and unusual field conditions as required.
6. Maintain high technical standards while balancing urgency customer service and profitability.

Purchasing Materials and Inventory Control

1. Own divisional purchasing discipline materials planning PO review and material accountability.
2. Review and approve purchasing decisions within assigned authority.
3. Control waste unnecessary spending poor planning and undisciplined material usage.
4. Maintain visibility into inventory condition stocking needs recurring shortages and material-related operational failures.
5. Ensure technicians and jobs have the material support required to execute effectively without allowing inventory or purchasing controls to degrade.
6. Coordinate with vendors and internal staff as needed to keep work moving and protect margin.

Invoice Review Accuracy and Cash Flow Support

1. Own final invoice review for division work before billing submission.
2. Ensure invoice content is accurate complete supportable and aligned with work performed quoted scope labor materials customer requirements and divisional standards.
3. Review job notes labor entries material detail work descriptions recommendations and customer-facing clarity before invoices move forward.
4. Correct weak documentation and require technicians to improve deficient records.
5. Coordinate with the Bookkeeper and CSR to move reviewed work into invoicing and customer submission.
6. Support collections and payment resolution where technical clarification customer persuasion scope explanation or operational backup is needed.
7. Recognize that invoice quality affects cash flow directly and treat it as an operating responsibility not a clerical afterthought.

Customer Service and Problem Resolution

1. Own the customer outcome for division work.
2. Respond to service issues quality complaints callbacks disputed scope warranty questions schedule concerns and customer dissatisfaction with urgency and sound judgment.
3. Make pricing discount warranty and service recovery decisions within assigned authority.
4. Protect customer confidence while also protecting the companys margin standards and credibility.
5. Support the CSR in customer communication by providing timely operational clarity and decisions.
6. Ensure customer issues are resolved cleanly and do not sit unresolved due to indecision or poor follow-through.

Estimating and Sales Contribution

1. Support divisional estimating quoted repair work and operational sales conversion.
2. Identify work opportunities through customer interaction field visibility jobsite knowledge and service execution.
3. Support the sales team through technical credibility site understanding scope development and customer confidence.
4. Contribute directly to company growth by helping bring in work supporting estimate close rates and reinforcing market trust in the companys capabilities.
5. Help the division prove excellence in the market especially as the company continues to establish its brand.
6. Incentive compensation may be tied to company performance and growth.

Profitability and Business Unit Performance

1. Own the divisions financial and operating discipline at the field level.
2. Balance service quality speed customer care material usage labor performance and pricing judgment in a way that protects profitability.
3. Identify where poor technician habits poor purchasing control weak documentation callbacks warranty leakage or customer service failures are eroding margin.
4. Correct operating behaviors that hurt divisional performance.
5. Think and act like a business unit operator not only a technical manager.

Cross-Functional Coordination

1. Work closely with the CSR on dispatch visibility technician issues customer communication and schedule disruptions.
2. Work closely with the Bookkeeper on invoice readiness billing clarification collections support purchasing administration and record issues.
3. Keep the President informed on major issues major customers unusual risk recurring failures and matters requiring escalation.
4. Support effective handoffs rather than allowing office or field breakdowns to stall execution or cash movement.

Authority and Decision Boundaries

1. This role owns day-to-day operational decisions for the division.
2. This role has authority over pricing discounts materials discipline and warranty decisions within the division.
3. This role owns final invoice review and invoice accuracy for division work.
4. This role owns inventory control for the division.
5. This role does not own the dispatch board but must remain actively informed and responsive to dispatch issues.
6. This role does not rely on the President for routine jobbing technical support customer communication purchasing or technician management.
7. Major risk major customer issues legal exposure major personnel matters or unusually significant financial impact must be escalated promptly.

Daily Responsibilities

1. Review open work technician activity customer issues and divisional priorities.
2. Support technicians with technical and job execution needs.
3. Respond to field issues callbacks customer problems and material needs.
4. Review job notes labor entries and work documentation.
5. Review and approve invoices for completed work.
6. Make purchasing pricing discount and warranty decisions as needed.
7. Coordinate with the CSR on schedule issues and customer communication.
8. Coordinate with the Bookkeeper on invoice flow billing support and collections-related technical issues.
9. Identify sales opportunities estimate needs and customer expansion opportunities in relevant CRM(s).
10. Address technician accountability issues in real time.

Weekly Responsibilities

1. Review technician performance callbacks documentation quality customer complaints and divisional bottlenecks.
2. Review purchasing patterns material waste inventory concerns and vendor issues.
3. Review invoicing quality billing delays disputed invoices and collection blockers.
4. Review open estimates recommended work and divisional sales contribution.
5. Conduct field checks ride-alongs coaching and quality oversight as needed.
6. Identify where margin is being lost and correct the underlying behaviors or process failures.
7. Communicate recurring issues and needed improvements to the President.

Monthly Responsibilities

1. Review divisional operating performance profitability drivers quality issues warranty trends and customer service outcomes.
2. Assess technician capability conduct staffing fit and development needs.
3. Review divisional purchasing discipline inventory health and recurring operational friction.
4. Review recurring invoice issues collection delays tied to divisional execution and customer dispute patterns.
5. Evaluate divisional contribution to company growth market reputation and operational reliability.
6. Recommend operational changes that strengthen execution customer experience and margin.

Additional Role Detail

KPIs / Success Measures

1. Division revenue performance.
2. Gross margin performance and margin protection.
3. Invoice accuracy and invoice review turnaround time.
4. Speed from job completion to invoice readiness.
5. Technician productivity and documentation quality.
6. Callback rate.
7. Customer complaint frequency and issue resolution speed.
8. Purchasing discipline and material waste control.
9. Inventory accuracy and stock reliability.
10. Estimate responsiveness and divisional contribution to work won.
11. Collections support effectiveness on technically disputed or delayed accounts.

Critical Cross-Functional Handoffs

With CSR:

Schedule changes technician issues call priority customer updates delays incomplete work and service disruptions.

With Bookkeeper:

Invoice readiness billing clarifications purchasing support vendor issues disputed invoices and technical backup for collections.

With President:

Major customer issues major personnel issues unusual financial risk recurring divisional failures major growth opportunities and escalation items.

With Sales Team:

Scope support customer intelligence estimate development operational feasibility and opportunity follow-up tied to field knowledge.

Failure Points This Role Cannot Ignore

1. Technicians operating without accountability.
2. Weak job notes or poor documentation delaying invoicing or collections.
3. Customer issues sitting unresolved.
4. Undisciplined purchasing or inventory leakage.
5. Invoice errors leaving the division.
6. Repeated callbacks warranty drift or quality failures.
7. Routine issues escalated upward instead of being owned within the division.
8. Poor follow-through with CSR Bookkeeper or sales team.
9. Operational decisions made without regard to profitability or cash conversion.
   
   
   

Required Capabilities

1. Strong technical command of the assigned trade.
2. Strong leadership over technicians in a production-driven environment.
3. Ability to solve field problems quickly and soundly.
4. Ability to review work documentation and invoices with operational and financial judgment.
5. Strong customer judgment in service recovery scope discussion and expectation management.
6. Ability to balance speed quality profitability and customer care.
7. Strong purchasing and material control discipline.
8. Ability to operate as a business unit leader rather than a narrow technical specialist.
9. Strong communication with technicians office staff customers vendors and leadership.

Performance Standard

This is a high-ownership division leadership role in a company that expects office and field leaders to perform with urgency competence sound judgment and broad operational range. The person in this seat is expected to run the division completely support company growth protect profitability and solve problems without avoidable upward delegation.

Required Experience:

Senior Manager