Maintenance Manager

U.S. AcrylX, part of American Bath Group, manufactures fiberglass-reinforced plastic tub and shower units and U-tile wall systems at its Martinsburg, West Virginia facility. The site has approximately 180 employees and operates multiple production lines across two shifts. Martinsburg is a significant manufacturing operation within American Bath Group, making maintenance reliability central to production performance, customer service, and future growth. 2. The Opportunity This role exists to establish a more reliable, disciplined maintenance operation. Today, the plant carries a high level of corrective and emergency work, maintenance information is not consistently captured or used, and key systems such as Fiix and Waites are underutilized. The Maintenance Manager will bring structure to planning, strengthen troubleshooting, raise team capability, and help production move from repeated response toward predictable asset performance. The assignment combines immediate operating responsibility with long-term system building. The right leader must stabilize urgent needs without becoming the permanent first responder, then convert recurring issues into planned work, better data, stronger skills, and sustained accountability. 3. Success in Year One By the end of the first year, success will be visible in five areas: 1 A planned reliability system. Preventive and predictive work has become the majority of maintenance activity, supported by an operating Fiix/Waites cadence and consistent failure review. 2 Measurably lower unplanned downtime. A reliable downtime baseline is established and the plant demonstrates a sustained reduction in unplanned equipment interruption. 3 A stronger, accountable team. Every team member has been assessed for capability, training need, performance, and role fit; development and staffing actions have been executed while maintaining plant coverage. 4 Controlled maintenance economics. The function operates within its approved budget and reduces avoidable spend associated with repeat failures, poor troubleshooting, overtime, and unplanned external support. 5 Reliable project delivery. Assigned capital projects are delivered to approved schedule and budget, with commissioning and benefit tracking in place. 4. The Mandate The Maintenance Manager will personally build and govern the maintenance operating system for Martinsburg. This includes the planning and review routines, asset and work-order data standards, team expectations, troubleshooting discipline, vendor and contractor governance, and the partnership model with production. Move the maintenance function from a predominantly corrective model toward planned and predictive execution. Make Fiix and Waites part of daily and weekly operating decisions, not stand-alone administrative tools. Review corrective events for root cause, preventability, ownership, and follow-through. Assess, coach, develop, and - when necessary - change the team to establish the capability the plant requires. Improve mechanical troubleshooting, schematic reading, predictive-maintenance, and controls capability. Establish supportable maintenance plans for the clear-coat robot, RTO, and other critical assets. Own maintenance spending, overtime, vendors, contractors, and assigned capital work within plant governance. Partner closely with the Plant Manager and production leaders to balance asset risk, output needs, timing, and cost. 5. Year One Critical Outcomes Reliability and Maintenance System Preventive and predictive work exceeds corrective work as a share of total maintenance activity. Fiix is actively used for work planning, asset history, labor, parts, downtime, and failure information. Waites condition-monitoring outputs are integrated into the maintenance planning and review process. Daily and weekly reviews identify why corrective work occurred, what could have prevented it, who owns the action, and whether the solution sustained. Team Capability and Performance A documented capability and training assessment is completed for the full eight-person team. Clear expectations, coaching plans, accountability, and necessary staffing decisions are in place. The team demonstrates stronger troubleshooting, predictive-maintenance, and equipment-support capability without depending on the manager for every response. Critical Assets, Spending, and Projects Clear-coat robot operations are understood and supportable by the maintenance organization. RTO maintenance needs and required plans are documented and incorporated into the operating system. Maintenance finishes within the approved budget while reducing avoidable repair and external-support costs. All assigned, approved capital projects are delivered to their approved schedule and budget. 6. Why This Role Is Hard The role must improve today's operating performance while building the system that prevents tomorrow's failures. The plant has aging assets, incomplete maintenance data, a high corrective-work burden, underused technology, and a team that needs stronger technical capability and accountability. There is no maintenance supervisor layer, so the manager must lead directly while developing others to carry more ownership. Production cannot pause while the maintenance system is being rebuilt. Urgent repairs must be handled without allowing emergency work to remain the permanent operating model. Some employees may respond to coaching and training; others may require different accountability or staffing decisions. Maintenance recommendations must translate asset risk into clear output, timing, overtime, and cost tradeoffs. The schedule includes call-in and Saturday maintenance when production requires it. This opportunity is best suited to a maintenance leader who has built or repaired an operating system, not simply inherited one. The successful leader combines floor credibility with the discipline to create routines, develop people, use data, and sustain accountability. Turnaround builder: Establishes control, sets clear expectations, installs the system, and leaves a stronger team and cadence behind. Structured troubleshooter: Reads schematics, isolates failure mechanisms, verifies root cause, and prevents recurrence instead of replacing parts indiscriminately. Decisive people leader: Coaches for long-term development and makes difficult performance or staffing decisions when evidence requires them. Business partner: Balances asset risk with production needs and communicates tradeoffs in terms of uptime, labor, overtime, spending, timing, and customer impact. Practical change leader: Challenges legacy methods, tests better alternatives, and converts successful improvements into standard work. Principled and adaptable: Maintains technical and accountability standards without becoming rigid, isolated, or unable to align with plant leadership. 8. Experience Requirements Required At least four years of maintenance-leadership experience with demonstrable operating results. High mechanical aptitude and disciplined troubleshooting capability, including the ability to read schematics. Experience assessing maintenance-team skills and training needs, coaching for development, setting accountability, and making difficult people decisions. Clear evidence of personal ownership: what you diagnosed, built, changed, governed, measured, and sustained. Ability to work onsite in Martinsburg and support call-in and Saturday maintenance requirements when needed. Strongly Preferred PLC/HMI, robotics, data acquisition, and automation experience. Predictive-maintenance experience and familiarity with Fiix, Waites, or comparable systems. Experience with pumps, spray guns, hoses, valves, mixers, tanks, and other fluid-handling equipment. Experience supporting aging assets in industrial manufacturing, building products, or a similarly hands-on environment. Capital-project delivery and vendor/contractor management. Specific industry experience is not required; transferable turnaround leadership and builder evidence matter more than title or sector similarity. 9. Why the Right Candidate Will Be Excited The mandate is clear: change how maintenance operates and make the improvement measurable. The work combines systems, people, equipment, cost, and capital - providing a broad leadership platform. There is room to challenge legacy methods, introduce better routines, and create an operating model that lasts. Success will be visible in plant uptime, production stability, team capability, spending discipline, and leadership capacity. The leader will work directly with the Plant Manager and production team on decisions that materially affect the site. 10. Why This Role Matters

BUSINESS IMPACT

Reliable maintenance protects production capacity, customer commitments, employee time, operating cost, asset life, and the return on capital invested in the Martinsburg site. When this role succeeds, the plant is no longer organized around repeated equipment emergencies. Production gains a more dependable maintenance partner, technicians gain clearer expectations and stronger capability, and leadership gains the operating information needed to make better decisions. The result is a safer, more predictable, and more sustainable manufacturing operation. #J-18808-Ljbffr American Bath Group