President

President, Pinnacle Concrete Solutions You’ve run a company before. You want the next one to come with a real stake in what you build, not just a paycheck. If that’s you, keep reading. This is a rare seat where you run the company day to day and own a piece of what you grow. Founder Marc Goodman built Pinnacle Concrete Solutions into a $1.2M specialty geotechnical contractor by being the best in the region and by closing the complex, high‑trust deals that only land when the client trusts every word. Technical depth and an honest close are his genius. He plays to them on purpose. Day‑to‑day management is not his strength, and he knows it. He does his best work next to a steady operator who runs the company while he stays in his lane. That’s this seat. You run Pinnacle day to day. Marc stays on as founder and CEO and keeps doing what only he can do. You own the operation. He owns his genius. Pinnacle solves complex geotechnical problems: concrete lifting, soil stabilization, deep injection, and chemical grouting. Seawalls. Voids under commercial floors. Failing footings. The $100K‑plus commercial and industrial jobs other contractors say can only be fixed by tearing everything out and starting over. Structural and geotechnical engineers, GCs, and facility managers bring Pinnacle into projects before the client has even asked for a bid. That relationship is the most valuable thing the company owns. This is not a general manager hire. It’s not a seat to warm at a company someone else keeps building. You run Pinnacle. You own the P&L. You build the team. You find new lines of revenue. The first mandate is $1.2M to $3M in the next year, built on landing five or six $500,000 commercial jobs and a residential crew that fills the gaps. The long road is $10M with $2M in net profit. You’re signing up for the whole climb. Win looks like this: the team rowing in one direction toward profitable growth, every job running without Marc in the middle of it, and Marc free for the three things only he can do: lunches with the engineers who feed the pipeline, the complex closes that need his technical depth, and the hardest design problems. What the Work Actually Looks Like You’re walking into a founder‑run shop. The systems you need don’t exist yet. You build them. There’s no department under you on Day 1. You earn the team by hiring it. You own a number: net income, quarter over quarter. There’s nowhere to hide behind activity or busywork. The commercial lead‑generation engine barely exists yet. Building it is the heart of the job. You build the pipeline of the right work and keep it full. The biggest leads go to Marc to close. The rest is yours to fill. Marc will leave you alone. For an operator used to covering and committees, that freedom is uncomfortable before it’s liberating. He buys the tools and stays out of the way. In return, he expects you to run your lane as you own it, because through phantom equity, you do. This is the eastern seaboard. The bigger the job, the farther the travel. The climb from $1.2M to $3M to $10M is measured in years, not quarters. If you need a finished machine to step into, this is the wrong seat. If you want a corner office and a title at a company someone else already built, keep scrolling. If you’ve built or run a business and you want a real stake in the next one, keep reading. Who Belongs Here Customer‑Focused. You protect the engineer’s reputation like it’s your own, because that referral is the reason the next job exists. You make the client look like a hero in front of their boss. Steady. The team runs better because you’re in the room. You bring stability where there hasn’t been any, and you can look a strong‑willed founder in the eye and tell him the truth he needs to hear, not the version he wants. People do their best work around you, and they can’t always say why. Hardworking. You go after the $100K‑plus jobs nobody else wants, because that’s exactly where Pinnacle wins. You want to be the best geotechnical contractor on the eastern seaboard, and you act like it. Resourceful. You come back with options, not questions. When you genuinely need help, you’ve already tried two things first. The problems nobody else will touch are the ones that build the reputation. Reliable. When you say 9:00, it’s 9:00. Not 9:30 with an excuse. You close the loop before anyone has to chase you. If something changes, the customer hears it from you first. Ownership. You run it as you built it. You see what needs doing and you do it. You treat the reputation and the relationships like they’re yours, because the growth you create is growth you share in. What You Need You’ve built or run a business and carried a real P&L. You can sit across from a structural engineer or a general contractor and earn their trust. You can hand a client the hardest news and have them thank you for it. You build teams and develop leaders. You don’t just assign tasks. You’re authorized to work in the United States and are based within reach of central Connecticut. What You Don’t Need A geotechnical or construction background. Marc owns the technical depth. You own the business. An MBA or any specific credential. Evidence of what you’ve built beats pedigree here. A team already reporting to you. You’ll build it from here. Pay and Path A $150,000 base while you earn trust. Profit sharing as net income grows above an agreed floor. Phantom equity up to a 12% stake that turns Pinnacle’s climb to $10M into your payout when the company sells. The base is modest on purpose. The operator we’re after wants the upside, not the bigger salary. Why Pinnacle A founder who stays in his lane and out of yours once he trusts you. He runs his genius. You run the company. The best tools in the industry. Marc invests in them on purpose. A book of engineering and GC relationships that feed work before anyone has asked for a bid. A written three‑year plan to $10M with $2M net profit, and a stake in reaching it. A shop where family comes first and a mistake is treated as part of being human, not a crisis to survive. Hiring Process You apply. If it looks like a fit, a 20‑minute phone call. A short written set of questions about how you lead and how you build. A working interview with Marc. A half‑day on‑site. Meet the team, see the operation, and walk us through how you’d take Pinnacle to $3M. If it’s a fit on both sides, an offer. If you’ve read this far, you’re already the kind of operator this is built for. Most people want to step into a finished machine. You want to build one. Marc’s job is to clear the path. Yours is to run it. Responsibilities Own the P&L. Drive net income growth quarter over quarter through pricing, margin, and disciplined cost control. Build and hold a 90‑day commercial backlog by developing and scaling a repeatable lead‑generation system. Set the strategic plan — weekly, quarterly, annual — and keep the whole team executing against it. Hire, develop, and hold accountable the A‑Player team Pinnacle needs to reach $10M. Build the systems and financial controls that let the owners step away for one to two months without a dip. Carry the senior engineer and GC relationships personally until the commercial engine can sustain the pipeline. Hand‑qualified larger jobs to Marc to close, and free him to work in his three zones of genius. Qualifications Direct experience running operations or a P&L for a business or business unit. A track record building or scaling a company, or a clearly comparable leadership role. Ability to build trust with sophisticated business buyers (engineers, GCs, facility managers, or close equivalents). U.S. work authorization and a base within reach of central Connecticut. You Do NOT Need No geotechnical or construction experience required — Marc owns the technical depth. No MBA or specific degree required. No existing team — you will build it. Compensation $150,000‑$200,000 yearly #J-18808-Ljbffr Pinnacle Concrete Solutions