Chief Operating Officer

CHIEF OPERATING OFFICER

Executive Leadership Opportunity

POSITION | Chief Operating Officer (COO) / Integrator

REPORTS TO | Chief Executive Officer

LOCATION | New Bern, North Carolina | Company-wide leadership

COMPENSATION | $150,000 base salary performance bonus

RECOMMENDED COMPENSATION: $150,000 BASE | $15,000 TARGET BONUS | UP TO $30,000 MAX

THE OPPORTUNITY

Pro-Serv Facility Solutions is seeking a proven, high-accountability Chief Operating Officer to serve as the day-to-day leader of the business and turn the CEO's vision into consistent execution. This is not an advisory title. The COO will have real authority, real ownership and direct accountability for operating performance across the company.

The right leader will unite Finance and Operations, strengthen department-level accountability, remove cross-functional roadblocks and build the disciplined operating system needed to scale Pro-Serv across the Carolinas.

What This Role Owns

• Company-wide execution of the vision, annual plan, 90-day priorities and operating standards.
• Leadership and accountability of the executive and departmental leadership teams.
• Operating performance across service, field operations, dispatch, customer experience and support departments.
• A consistent EOS/Traction rhythm, including scorecards, Rocks, Level 10 meetings, issue solving and follow-through.
• Cross-functional alignment so every department operates as one company with clear priorities and measurable results.
  
  
  

THE LEADERSHIP BOUNDARY

The CEO retains ownership of vision, culture, strategic growth, major relationships and final executive decisions. The COO owns day-to-day execution, operating discipline and company results. The Chief of Staff reports directly to the CEO and supports CEO priorities, executive coordination, special projects and communication; the Chief of Staff does not sit between the COO and department leaders.

Core Responsibilities

OPERATING LEADERSHIP

• Translate company vision and strategy into clear annual, quarterly, monthly and weekly execution priorities.
• Lead the executive team, establish clear ownership and hold leaders accountable for measurable outcomes.
• Run the company's operating cadence and ensure commitments are completed on time without repeated reminders.
• Identify breakdowns early, solve root causes and prevent recurring operational failures.
• Create visibility through accurate dashboards, scorecards, forecasts and executive reporting.
  
  
  

DEPARTMENT OVERSIGHT

• Provide direct executive oversight of Finance/CFO, Field Operations, Dispatch and Scheduling, Customer Success and Accounts, Parts, Estimating, Warranty and Inventory.
• Oversee Sales and Business Development, HR and People, Install and Total Care Solutions, Fleet Management and IT.
• Ensure department leaders understand their authority, standards, scorecards and non-negotiable responsibilities.
• Align staffing, systems, training and resources with company growth and service demands.
  
  
  

FINANCIAL AND PERFORMANCE ACCOUNTABILITY

• Partner with the CFO to manage revenue, gross profit, EBITDA, cash flow, labor productivity, AR and departmental budgets.
• Drive profitable growth while protecting service quality, customer retention and the Pro-Serv reputation.
• Review operating and financial results weekly and take corrective action when performance is off plan.
• Build accountability for backlog reduction, timely billing, estimate follow-up and completion-to-invoice speed.
  
  
  

CUSTOMER AND SERVICE EXECUTION

• Set and enforce one Pro-Serv standard for call intake, scheduling, customer ETAs, technician support, checkout, estimating and follow-up.
• Ensure urgent calls, key accounts and escalations receive fast ownership and professional communication.
• Improve first-time completion, reduce callbacks and protect customer confidence across every branch and service line.
  
  
  

PEOPLE, CULTURE AND CHANGE

• Build a leadership culture based on ownership, urgency, communication, discipline and follow-through.
• Coach leaders, address performance gaps promptly and ensure standards apply consistently to everyone.
• Build, implement and manage a company-wide safety structure, including policies, training, audits, incident review and corrective action.
• Build and manage structured technician and office training systems with defined onboarding, recurring training, testing, documentation and accountability.
• Lead implementation of major systems and process changes, including NetSuite/FSM readiness, adoption and compliance.
  
  
  

THE LEADER WE NEED

Required Experience And Capabilities

• Must hold an active North Carolina HVAC H2 license and remain eligible to serve as the company's license qualifier.
• Senior operations or executive leadership experience in a multi-location service, facility, construction, HVAC/R, commercial equipment or skilled-trades organization.
• Demonstrated success leading multiple departments and managers through growth, change and operational pressure.
• Strong financial understanding, including P&L; ownership, gross margin, labor productivity, cash flow and forecasting.
• Ability to install structure without creating unnecessary bureaucracy.
• Strong command of operating systems, KPIs, scorecards, process documentation and management accountability.
• Direct, professional communicator who can make difficult decisions, resolve conflict and maintain trust.
• Comfort working in a fast-moving, blue-collar service business where customers and field teams require immediate support.
  
  
  

SUCCESS IN THE FIRST 12 MONTHS

• Executive seats, accountability and decision rights are clear and consistently followed.
• Dispatch, scheduling and customer communication operate at 95% or better process compliance.
• Operational backlogs are controlled, including parts-ready jobs, deficiencies, estimates and completed-not-invoiced work.
• Weekly scorecards are accurate, leadership Rocks remain on track and Level 10 meetings produce real resolution.
• Gross profit and EBITDA improve while customer retention and service quality remain strong.
• NetSuite/FSM and core operating processes are implemented, adopted and audited.
  
  
  

COMPENSATION AND PERFORMANCE BONUS

Base salary: $150,000 annually. Target annual performance bonus: $15,000. Maximum annual performance bonus: $30,000 (20% of base salary). Compensation should be formally reviewed after six months based on role performance, company results and the final scope of responsibility.

The bonus is earned through measurable company performance and leadership execution. Recommended weighting:

• 30% - Gross profit and EBITDA performance
• 25% - Dispatch, scheduling and customer communication compliance
• 20% - Backlog control and completion-to-cash execution
• 15% - Leadership scorecard, Rocks and accountability performance
• 10% - NetSuite/FSM adoption and core-process compliance
  
  
  

Bonus eligibility is subject to a company profitability and cash-flow gate. No automatic equity is included with this position.

THE PRO-SERV STANDARD

At Pro-Serv, leadership means owning the result. We communicate early, keep our commitments, solve problems at the root and never accept repeated failure as normal. The COO must model that standard every day and build a company where the standard does not depend on the CEO being in the room.