IT Service Department Manager

Job Description

Job Description

IT Service Department Manager

Location: Nashville, TN (In office)

Full-Time, Exempt

Reports to: VP of Service

Position Overview

The Service Department Manager leads Technology Lab's service delivery organization across all regions, providing hands-on leadership to the regional Help Desk Supervisors and the technician pods beneath them. This role owns consistency, quality, and accountability across the full service desk operation — turning regionally-run teams into one department that performs to a single standard, closes tickets on time, and keeps clients confident in Technology Lab's delivery of white glove service. This is a working leadership role: coaching supervisors, resolving what they can't, and translating company-wide service goals into the day-to-day rhythm of the department.

Reporting Structure

Reports to: Brian LaPratt, Vice President of Service

Direct reports: 3 Help Desk Supervisors, each leading a regional pod of technicians. Indirectly, this role sets the tone and standards for every technician working within those three pods — Tier 1 through Tier 3 — without displacing the Supervisors' direct day-to-day management of their people.

Key Responsibilities

Team Leadership & Development

• Directly manage and coach the Help Desk Supervisors — regular 1:1s, performance feedback, and career development.

• Build supervisor capability so each pod runs consistently whether or not the Supervisor is available that day.

• Participate in hiring, onboarding, and performance decisions for Supervisors and, where escalated, for technicians within the pods.

• Own the department's seat on Technology Lab's Accountability Chart, with clear Rocks and a weekly Scorecard tracked in Strety.

Service Delivery & Operations

• Standardize ticket handling, escalation paths, and SLA targets across Central, FL & NOC, and West so clients get the same experience regardless of region.

• Monitor Halo PSA queues at the department level — ticket aging, backlog, and workload balance across pods — and step in where a pod is falling behind.

• Own the escalation path for tickets and clients that Supervisors can't resolve, including after-hours or high-severity incidents.

• Partner with the NOC function (FL & NOC pod) on monitoring and alerting standards that should extend department-wide.

• Ensure Gold Standard hardware/software and Managed Services commitments (Network Mgmt, Backup/DR via Datto, TL Guardian, Endpoint/Email Security via Guardz, Dark Web ID, iPad Mgmt, Network Cabling) are being delivered to the SLA clients were sold.

Process, Quality & Metrics

• Define and maintain the department's Scorecard — ticket volume, SLA compliance, first-response and resolution time, CSAT, and reopen rate — and report it to the VP of Service weekly.

• Run root-cause review on recurring or high-impact issues and turn findings into process fixes, not one-off patches.

• Keep department-wide documentation (Halo Cheat Sheets, SOPs, DOCS entries) current as tools and processes change.

• Identify where a technical issue is really a process or training gap, and fix the gap rather than the symptom.

Client Relations & Cross-Departmental Collaboration

• Serve as the internal escalation point for at-risk service accounts, working alongside Client Relations and Sales on Technology Business Reviews and service recovery.

• Coordinate with Projects so onboarding, migrations, and installs hand off cleanly into ongoing support.

• Coordinate with Procurement on parts, RMAs, and hardware needs that affect open tickets.

• Represent the Service Department in company-wide planning (quarterly/annual sessions, budget and headcount planning) alongside the VP of Service.

Staffing & Resource Planning

• Forecast staffing needs by pod based on client growth, ticket volume trends, and regional coverage (including on-call/after-hours rotation).

• Balance workload across Central, FL & NOC, and West — including temporary reassignment of technicians when one region is overloaded.

• Own the department's contractor usage (e.g., Field Nation) for overflow or specialty coverage where internal staff can't reach a site.

Qualifications

Required

• 5+ years of experience in IT managed services or a service desk environment, including direct people management.

• 2+ years managing managers or supervisors (multi-team or multi-site leadership strongly preferred).

• Hands-on experience with a PSA/ticketing platform (Halo PSA experience is a strong plus) and comfort reading SLA/performance data to drive decisions.

• Demonstrated ability to run a team on documented process rather than institutional memory — building and enforcing SOPs.

• Strong written and verbal communication; comfortable delivering difficult feedback to supervisors and de-escalating with clients.

• Working knowledge of core service-desk technologies: networking fundamentals, Microsoft/Google environments, endpoint and backup/DR concepts.

Preferred

• Experience in a K-12 or education-focused MSP environment.

• Familiarity with EOS/Traction (Technology Lab runs on EOS via Strety) — Rocks, Scorecards, Level 10 Meetings.

• Experience overseeing a NOC or 24/7 monitoring function.

• Relevant certifications (ITIL, CompTIA Network+/Security+, Microsoft/Meraki certifications).

Tools & Systems Used in This Role

Halo PSA (service desk tickets, purchase orders, scope/estimates), Strety (EOS scorecards, Rocks, meeting rhythm), Meraki Dashboard (network status/source of truth), Datto (backup/DR), Guardz and Dark Web ID (endpoint/email security and monitoring), WorkSight (HR — PTO, performance), Webex (internal messaging/calls), 1Password, Expensify, and Field Nation (contractor booking for overflow coverage).

Success Looks Like

• SLA compliance and first-response times are consistent across all three regions — no pod is quietly the exception.

• Escalations reaching the VP of Service are rare, because this role and the Supervisors are resolving them first.

• Supervisors are growing — able to run their pods independently, with this role coaching rather than doing the job for them.

• Client-facing service complaints trend down quarter over quarter, tracked and reviewed against the department Scorecard.