HVAC Division Manager

Division Head Hvac

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 division's 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 division's 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 division's 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 company's 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 company's 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 division's 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,