What are the responsibilities and job description for the Facilities Group Manager position at Terracon Consultants, Inc.?
The Facilities Group Manager will establish, grow, and lead a new local Facilities Engineering Services department in a Jacksonville market where the practice currently has no dedicated local representation. This builder role requires equal focus on creating market demand, recruiting, and developing a capable team, and establishing disciplined operations that deliver safe, high-quality, sustainable, profitable growth. The Group Manager will initially be hands-on in business development, proposal preparation, project delivery, and recruiting, then progressively transition toward broader department leadership as the team, backlog, and client base mature.
Because the department is being built from the ground up, the position's scope will evolve. Accountability will remain centered on three areas: Market Growth, Hiring, and Operations.
1. Market Growth
Develop and execute a local market-entry and growth plan aligned with Facilities service line objectives.
Assess local demand, competitive conditions, client needs, and internal referral opportunities to prioritize services, sectors, and target accounts.
Build the Facilities Engineering Services brand locally through direct client engagement, industry participation, technical presentations, and consistent follow-through.
Develop relationships with building owners, property and facility managers, governmental and institutional clients, architects, engineers, contractors, developers, investors, lenders, and insurance or legal partners.
Leverage existing company relationships and coordinate with Environmental, Geotechnical, Materials, and other Facilities teams to identify cross-service opportunities and provide integrated solutions.
Build and maintain a qualified opportunity pipeline; lead capture planning, go/no-go decisions, proposal strategy, scope development, pricing, negotiations, and client presentations.
Convert initial assignments into long-term client relationships, repeat work, and portfolio-level programs by understanding client assets, risks, and capital planning needs.
Identify the technical capabilities and strategic hires required to support market opportunities without overextending the developing department.
Monitor business development activity, hit rate, backlog, revenue, client concentration, and market penetration; adjust the growth plan based on results.
Represent the local department as its primary advocate while connecting local execution with regional and national resources, subject matter experts, and best practices.
2. Hiring and Team Builder
Create a phased staffing plan tied to the department business plan, forecasted backlog, service priorities, and financial capacity.
Define the initial and future organization structure, position requirements, technical competencies, career paths, and succession needs for the department.
Lead sourcing, recruiting, interviewing, selection, and onboarding of professionals and technical staff; partner with internal recruiting and leadership resources as appropriate.
Build a team with the right balance of technical expertise, project management ability, client orientation, and entrepreneurial drive.
Use regional and national resources strategically during the start-up period while developing sustainable local delivery capability.
Establish clear expectations for safety, ethics, quality, client service, collaboration, financial stewardship, and accountability.
Provide coaching, training, mentoring, and regular feedback; develop staff in technical delivery, proposal preparation, project management, and client development.
Plan assignments and workloads to support chargeability, professional growth, quality review, and reliable project delivery.
Create an inclusive, collaborative, and ownership-oriented team culture that attracts talent and retains high performers.
Continuously evaluate staffing needs as the service mix evolves and recommend hiring, training, redeployment, or external support as needed.
3. Operations and Department Leadership
Prepare and execute an annual department business plan covering market strategy, staffing, revenue, backlog, profitability, capital needs, and operational priorities.
Lead day-to-day department operations and remain actively involved in project delivery during the start-up and growth phases.
Oversee proposals and cost estimates to confirm appropriate scope, staffing, schedule, assumptions, risk allocation, and pricing for desired profitability.
Supervise projects in progress to ensure work is completed safely, on schedule, within budget, in accordance with client requirements, and consistent with company policies, procedures, and technical standards.
Implement scalable workflows for opportunity tracking, proposal review, project initiation, staffing, project controls, technical review, invoicing, collections, and closeout.
Manage key performance indicators including revenue growth, backlog, utilization/chargeability, project billing and collections, profitability, quality, safety, and client satisfaction.
Maintain appropriate quality review and technical oversight using qualified local, regional, or national reviewers until local review capacity is established.
Lead safety efforts, model safe behavior, promote pre-task planning, and ensure field activities comply with applicable requirements and company expectations.
Identify project and business risks early; apply company risk-management practices and escalate issues when additional review or support is needed.
Improve operating consistency by developing templates, tools, lessons learned, training resources, and repeatable delivery practices.
Communicate department performance, constraints, resource needs, and growth opportunities to office, regional, and service line leadership.