HVAC Manager

Job Description

Job Description

Description:

Work Group

Operations (Mechanical, Electrical, Systems)

Primary Location 

30% Field; 70% Customer/Office/Administration/Sales Support

Summary Objective

The Marshall Industrial Technologies (MIT) General Manager concurrently ensures their functional and project teams meet performance meets desired levels, manages multiple projects and customer accounts, and provides direction to Managers and Project Managers.  General Managers are responsible for the development of estimates (bids), assuring appropriate quality, risks, and profitability associated with those bids are considered.    Responsible for maintaining clear and direct communication between groups and with other MIT departments.  Leads and maintains relationships with many customers.

General Responsibilities

• For managed projects, ensures Departmental Goals are met or exceeded, including Safety, Quality, Employee Training and Development, Efficiency and Utilization within department and with other departments, Cost & Profit, and Housekeeping and plant organization.
• Oversea the Safety Systems and training are effectively managed and implemented.  Responsible for department and program level safety compliance and performance.
• The General Manager is the primary receiver of project updates, quality and safety, and customer issues and requests that need to need to be escalated to executive level. 
• Oversee the preparation and submission of numerous project bids of moderate to large size, ensuring the bids fit and meet the desire strategic direction of the company.
• The General Manager oversees the development of estimates (bids), assuring appropriate quality, operational risks, and profitability requirement associated with those bids are considered.
• Oversees the Assistant Group Manager’s management Apprenticeship Program for their department, ensuring the training program meets current and future department needs, providing appropriately trained, entry level resources. 
• Helps ensure that the Bid Revenues (Sales) Volume necessary to meet Marshall annual objectives is met. 
• Drives Cost Controls – understands cost performance of all projects under management on a weekly basis. Escalates cost overruns to President as soon as they are discovered. Participates in root cause investigations for cost overruns and is responsible for providing the detailed information associated with such overruns to ensure corrective actions are implemented to mitigate future opportunities. 
• Supports development of Group Management personnel in their home Group, fields of expertise, or other groups or tasks as assigned. 
• Oversees the Assistant Group Manager’s in making sure the group’s service reps and foreman understand the maintain the required behavior conformance of all personnel under direction to Marshall and/or customer standards. 
• Audits and ensures housekeeping, quality, and safety conformance of jobsites, including trailers, trucks, laydown, and waste storage areas, to Marshall and/or customer standards. 
• Develops and maintains their own technical competence. 
• Handles routine activities and requirements of the role efficiently and in an organized manner (on automatic).  Completes other supporting tasks as assigned by Vice President and President.

Measurable Results

• Safety (Recordable Instances for all responsible program, project, and departments.) ·   
• Quality (Defect Rate for all responsible program, project, and departments.) 
• Project Productivity (Internal and contractor-based utilization for all responsible program, project, and departments.) 
• Cost & Profit (Profitability, Gross Margin, Contribution Margin, Resource and Purchase Variances.) 
• Housekeeping (Manages general policy and continual improvement in housekeeper practices)

Working Relationships

• The General Manager reports to the President or Vice President 
• The General Manager interacts with all function at MIT, including HR, Finance, Sales and Marketing  
• The General Manager has a supervisory relationship to personnel assigned to projects under management 
• The General Manager has client relationships with our customers 
• The General Manager gives feedback to Service Reps, Foreman, and Project Engineers regarding suggested training and development opportunities, assisting with training coordination obligations for employee development.

  Qualifications ·   

• A General Manager will have prior supervisory experience as a trade service rep or project engineer and have the expertise of a journeyman in a trade skill relevant to the work.  Alternate technical experience such as a technical and/or business degree and applicable work knowledge qualify, as well as program and large project management. ·   Excellent Communication skills are required, and a proven ability to communicate, develop, and motivate staff members.

Job Demands

• Physical ability to access jobs, operate equipment, demonstrate work processes, tolerate site environments, and coordinate work shifts as substitute Service Rep when required. 

  Important Attributes                   Lominger Competency No. Description

1 Action Oriented Enjoys working hard; is action oriented and full of energy for the things he/she sees as challenging; not fearful of acting with a minimum of planning; seizes more opportunities than others.

2 Dealing with Ambiguity – Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn’t upset when things are up in the air; doesn’t have to finish things before moving on; can comfortably handle risk and uncertainty.

3 Approachability Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant, and gracious; is sensitive to and patient with the interpersonal anxieties of others; builds rapport well; is a good listener; is an early knower, getting informal and incomplete information in time to do something about it.

5 Business Acumen – Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, and information affecting his/her business and organization; knows the competition; is aware of how strategies and tactics work in the marketplace.

8 Comfort Around Higher Management Can deal comfortably with more senior managers; can present to more senior managers without undue tension and nervousness; understands how senior managers think and work; can determine the best way to get things done with them by talking their language and responding to their needs; can craft approaches likely to be seen as appropriate and positive.

9 Command Skills Relishes leading; takes unpopular stands if necessary; encourages direct and tough debate but isn’t afraid to end and move on; is looked to for direction in a crisis; faces adversity head on; energized by tough challenges.

11 Composure Is cool under pressure; does not become defensive or irritated when times are tough; is considered mature; can be counted on to hold things together during tough times; can handle stress; is not knocked off balance by the unexpected; doesn’t show frustration when resisted or blocked; is a settling influence in a crisis.

12 Conflict Management – Steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focused listening; can hammer out tough agreements and settle disputes equitably; can find common ground and get cooperation with minimum noise.

15 Customer Focus Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.

18 Delegation – Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust people to perform; lets direct reports finish their own work.

19 Developing Direct Reports – Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each direct report’s career goals; constructs compelling development plans and executes them; pushes direct reports to accept developmental moves; will take direct reports who need work; is a people builder

.24 Functional / Technical skills – Has the functional and technical knowledge and skills to do the job at a high level of accomplishment.

29 Integrity and Trust – Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain.

30 Intellectual Horsepower Is bright and intelligent; deals with concepts and complexity comfortably; described as intellectually sharp, capable, and agile.

33 Listening Practices attentive and active listening; has the patience to hear people out; can accurately restate the opinions of others even when he/she disagrees.

34 Managerial Courage Doesn’t hold back anything that needs to be said; provides current, direct, complete, and “actionable” positive and corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation (not including direct reports) quickly and directly; is not afraid to take negative action when necessary.

35 Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.

46 Perspective – Looks toward the broadest possible view of an issue/challenge; has broad-ranging personal and business interests and pursuits; can easily pose future scenarios; can think globally; can discuss multiple aspects and impacts of issues and project them into the future.

47 Planning – Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals; evaluates results.

52 Process Management – Good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’t; can simplify complex processes; gets more out of fewer resources.

58 Strategic Agility Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans.

62 Time Management Uses his/her time effectively and efficiently; values time; concentrates his/her efforts on the more important priorities; gets more done in less time than others; can attend to a broader range of activities.