President - Roofing Ops

President, ROOFING OPERATIONS California Roof Pros | Concord, California | Full-Time, In-Office

Base Salary: $140,000 Total Annual Compensation Opportunity: $300,000+ Long-Term Incentive: Participation in a future company exit

ABOUT CALIFORNIA ROOF PROS

California Roof Pros is one of the fastest growing residential roofing companies in California, and we are just getting started as we are actively growing our multiple locations across the state. We are redefining what a roofing company will look like bring a tech-forward approach to quality craftsmanship. We are backed by real operators, not spreadsheets. Our ownership group brings 25+ years of hands-on experience building and scaling home services companies. The people you will work with have personally sold roofs, run crews, built call centers, and developed managers.

We are independently owned. No private equity board setting arbitrary targets, no corporate bureaucracy, no layers of approval between you and a decision. If something needs to change, you change it that week.

We are also building a genuinely technology-forward roofing company. CRM, automation, AI, call tracking, live dashboards, and centralized customer data are not future projects here. They are how the company runs today.

And we care about the people who work here. We want a team that competes hard, wins together, and actually likes showing up. Strong performers get developed and rewarded. We do not tolerate toxic behavior or politics.

THE OPPORTUNITY

Base salary is $140,000 per year.

This is a heavily performance-driven leadership role. A General Manager who drives company performance, develops strong department leaders, improves profitability, and helps us hit our growth objectives has the opportunity to earn $300,000+ in total annual compensation through performance-based bonuses.

Bonus compensation is tied to measurable company-wide results, including revenue growth, gross profit and gross margin, sales and CSR performance, production performance, operational efficiency, customer satisfaction, cash collection, reduced rework, recruiting and retention, and overall company profitability.

Exceptional performance should create exceptional compensation.

EXIT PARTICIPATION

California Roof Pros is being built to create significant enterprise value. Our objective is to position the company for a potential exit approximately four years from now.

The General Manager will have the opportunity to participate financially in that outcome through a long-term incentive program. The reasoning is simple: we want our GM to think and operate like an owner. If you help build this company and meaningfully increase its value, you should share in the value you helped create.

Participation percentage, eligibility, vesting, and performance requirements are documented separately in the applicable long-term incentive agreement.

For the right person, this role is far bigger than a $140,000 salary.

THE ROLE

The General Manager is the senior day-to-day leader of California Roof Pros and owns the performance of the entire operation.

This is not an office manager role. It is not a coordinator role. It is not a job about attending meetings and relaying information between departments. In many organizations these responsibilities sit with a President or COO. We call it General Manager.

You are responsible for making sure every department does what it is supposed to do, every important KPI is tracked, managers are held accountable, problems get solved fast, and the company operates efficiently and profitably.

When something falls between departments, you own it. When a process repeatedly breaks, you fix it. When a manager or employee is not performing, you address it. When ownership needs to know what is happening inside the company, you already know the answer.

You should be able to walk into any department and answer: What should this team be doing? Are they doing it? How do we know? What are their KPIs? Where are they underperforming? Who owns fixing it? What is the deadline? Did it actually get fixed?

We do not want a GM who discovers problems weeks later. We want someone who builds systems that make problems visible immediately.

WHAT YOU WILL OWN

CSR and Customer Service Ensure leads are answered fast, qualified correctly, and booked properly. Own lead response time, contact rate, qualification rate, booking rate, missed-call recovery, follow-up completion, task completion, and individual CSR performance. No legitimate lead should ever disappear because somebody forgot to call back or complete a task.

Sales Work closely with the Sales Manager and hold the sales organization accountable for results. Monitor close rate, revenue, gross profit, average contract value, revenue per appointment, appointments run, pending pipeline, cancellation rate, discounting, and financing. There must be a measurable sales process, disciplined follow-up on pending deals, consistent training, and active recruiting. Underperforming reps get coached or addressed.

Production Ensure sold projects move cleanly from contract to completion: handoff, measurements, material ordering, labor scheduling, permits, customer communication, crew coordination, change orders, quality control, final inspections, collections, and warranty documentation. Every project should have a clear status, an owner, a next action, and an expected completion date. Problems get caught before they become customer emergencies.

Customer Experience Own the experience from first contact through project completion. Complaints handled quickly, escalations with clear ownership, expectations set correctly, sales commitments matched to production capability, and repeat complaints turned into process fixes. You should never be comfortable hearing "I thought another department was handling it."

Financial Performance You do not need to be an accountant, but you must understand how operational decisions drive profitability. Revenue, gross margin, payroll, labor and material costs, marketing efficiency, commissions, cancellations, collections, production overruns, customer acquisition cost, and forecasted revenue. The goal is not just selling more roofs. It is building a predictable, profitable, scalable company.

KPIs and Reporting Own company scorecards across CSR, sales, production, and company-wide performance. You should be able to explain company performance using actual data, not assumptions.

Technology and Systems Make sure the operation is visible in our systems. CRM records accurate, tasks completed, customer interactions documented, dashboards used by managers, pipelines maintained, production statuses current. We do not want a manager who runs the company from memory, text messages, or spreadsheets nobody else understands.

Managers and Talent You manage department leaders, not just individual employees. A manager should not be able to repeatedly blame their team for poor results. If you manage the department, you own the result. You will also help build a continuous recruiting pipeline across CSR, sales, production, project management, field supervision, and future leadership roles, and make sure onboarding is structured so new hires know their role, KPIs, manager, systems, and expectations.

Operating Rhythm Build and maintain a disciplined cadence: daily leadership communication, department huddles, weekly leadership meetings, sales and production reviews, pipeline reviews, KPI scorecards, one-on-ones, and quarterly planning. Every action item gets an owner, a deadline, and a measurable expected result. Commitments do not disappear after the meeting ends.

WHAT WE ARE LOOKING FOR

• Significant leadership experience in residential roofing or home services
• Experience managing multiple departments and managing managers
• Strong understanding of residential roofing operations and sales
• Experience with customer service or call center operations
• Experience with production and project management
• Experience owning KPIs, and P&L or meaningful operational financial responsibility
• Strong recruiting and hiring experience
• Experience building processes and accountability systems
• Strong CRM and technology skills, and the ability to learn new systems fast
• Experience in a high-growth environment
• Ability to make difficult personnel decisions
• Ability to prioritize across departments and turn company goals into daily execution

Experience helping operate or scale a roofing or home services company into the eight-figure revenue range is strongly preferred.

WHAT SUCCESS LOOKS LIKE

Ownership does not need to chase employees to confirm that normal responsibilities got done. Leads are handled correctly. The sales pipeline is actively managed. Production moves without unnecessary delays. Customers get communication. Managers know their numbers and hold their teams accountable. Revenue grows, margins are protected, and the company becomes more predictable, more professionally managed, and more valuable to a future acquirer.

WHO THIS ROLE IS NOT FOR

This is not for someone who waits in an office for managers to bring them problems. It is not for someone who avoids difficult conversations. It is not for someone who dislikes numbers, technology, accountability, recruiting, or operational detail. And it is not for someone whose management philosophy is "I told them to do it."

THE PERSON WE WANT

You are an operator. You naturally create structure. You notice when something is falling through the cracks. You understand people, numbers, systems, customers, and profitability. You are comfortable managing strong personalities, and you can coach, motivate, and hold the line at the same time.

When something goes wrong, your reaction is not "Whose job was that?" It is "Why did our system allow that to happen, who owns fixing it, and how do we make sure it never happens again?"

If that is how you operate, we want to talk.