Senior Vice President — Multi-Unit Leader at Sitreps

Nashville, Tennessee, United States -

Full Time

Start Date

Immediate

Expiry Date

17 Jul, 26

Salary

250000.0

Posted On

18 Apr, 26

Experience

10 year(s) or above

Remote Job

Yes

Telecommute

Yes

Sponsor Visa

Skills

P&L Management, Multi-unit Leadership, Operational Excellence, Strategic Planning, Team Development, Performance Management, Capital Allocation, M&A Integration, Value Creation, Process Standardization, Residential Home Services, HVAC, Plumbing, Electrical, KPI Discipline, Change Management

Industry

Description

Senior Vice President — Multi-Unit Leader East of the Mississippi | ~$200M Combined P&L | PE-Backed Platform Location: Southeast U.S., within proximity to a major airport hub (Atlanta, Charlotte, Nashville, Raleigh-Durham, or similar) Compensation: $200–250K base + up to 50% performance bonus + meaningful equity in a high-growth national platform The Platform This is a national residential home services platform backed by private equity. The portfolio spans HVAC, plumbing, and electrical brands across the United States, with a growing footprint and an aggressive investment thesis centered on operational excellence, leadership development, and disciplined value creation. The platform acquires strong regional home services businesses and brings in the leadership, systems, and capital to unlock their full potential. This is a platform that is scaling fast and building for exit. The urgency is real. The opportunity is significant. The Role The Senior Vice President is a multi-unit leadership role with direct oversight of approximately 8 portfolio brands east of the Mississippi, representing a combined P&L of ~$200M. You are the operating partner between the platform’s executive team and the General Managers running each brand. You own the aggregate financial and operational performance of your region, and you are accountable for ensuring every brand is executing against plan, developing its leadership, and creating measurable value. This role requires someone who can operate at altitude and in the weeds on the same day. Monday morning you’re reviewing a brand’s quarterly strategic plan with the executive team. Monday afternoon you’re on-site at a struggling location, diagnosing why conversion rates dropped and helping the GM build a recovery plan. Tuesday you’re interviewing a GM candidate. Wednesday you’re on a plane to the next brand. The pace is relentless and the scope is wide. You need to be comfortable with both. You will travel extensively — expect to be on the road 60–75% of the time visiting brands, working alongside GMs, and driving execution in person. This is not a remote oversight role. Proximity to a major Southeastern airport hub is a requirement, not a preference. What you’ll be responsible for: Full P&L accountability for ~$200M across approximately 8 portfolio brands east of the Mississippi Direct leadership of General Managers — hiring, coaching, developing, and when necessary replacing the operators running each brand Driving operational performance across every brand: revenue growth, margin expansion, technician productivity, customer satisfaction, and KPI discipline Conducting rigorous monthly and quarterly business reviews with each GM, identifying performance gaps, and ensuring corrective action happens fast Building GM-level bench strength across the region — developing high-potential leaders internally and recruiting top talent externally Partnering with the executive team and PE sponsor on strategic planning, capital allocation, M&A integration, and value creation initiatives Installing and standardizing operating systems, playbooks, and best practices across brands with different histories, cultures, and maturity levels Leading post-acquisition integration for new brands entering the portfolio — assessing leadership, diagnosing operations, and accelerating time-to-value Serving as the connective tissue between brands — identifying what’s working at one location and replicating it across the portfolio Maintaining a relentless sense of urgency. The platform is building toward exit. Every quarter matters. Who You Are You’ve led a multi-unit P&L at scale. You’ve overseen $100M+ in combined revenue across multiple locations, brands, or business units. You know what it means to manage through GMs — to set the standard, hold the line, and develop leaders without doing their jobs for them. You understand that your leverage is in the quality of the operators you build and the systems you install, not in your personal capacity to intervene. Home services is your operating environment. You have deep, direct experience in residential home services — HVAC, plumbing, electrical, or a combination. You understand the unit economics, the seasonal dynamics, the dispatch model, the labor market, and the customer lifecycle. This is not a role for someone who “could probably figure it out.” At $200M with 8 brands, you need to already know the industry cold. You understand PE value creation. You’ve worked inside a PE-backed platform, portfolio company, or roll-up and you understand what drives returns: margin improvement, organic growth, operational standardization, leadership upgrades, and disciplined execution against a value creation plan. You don’t just run businesses — you build enterprise value. You think in terms of EBITDA impact, not just revenue growth. You move with urgency. This is the single biggest cultural requirement. The platform is building toward an exit, and the timeline is real. You don’t study problems for months. You diagnose fast, decide fast, and execute fast. You hold your GMs to the same standard. When something is off, you’re on a plane, not sending an email. Slow operators need not apply. You operate at altitude and in the weeds. You can present a regional strategy to the board on Friday and spend Saturday walking a warehouse floor with a GM figuring out why parts availability is killing install throughput. You don’t see these as different jobs — they’re the same job at different zoom levels. The best multi-unit leaders toggle between strategic and tactical effortlessly, and you’re one of them. You develop GMs, not just manage them. Your track record includes operators you’ve hired, coached, and grown into leaders who went on to run bigger things. You know the difference between a GM who needs coaching and one who needs replacing, and you don’t confuse the two. You build bench strength because you know the platform’s growth depends on it. You’re a road warrior. 60–75% travel doesn’t scare you — it’s how you do the job. You believe in being present, and you know that the best multi-unit leaders are the ones whose teams see them regularly, not the ones who manage from a home office and fly in for quarterly reviews. Experience that matters most: Direct experience in residential home services at a senior leadership level — HVAC, plumbing, and/or electrical. This is a hard requirement. Multi-unit P&L ownership of $100M+ across multiple brands, locations, or business units Proven track record of leading through General Managers or equivalent site-level leaders Experience in PE-backed platforms, portfolio companies, or roll-up environments with a clear understanding of value creation levers Demonstrated ability to drive rapid operational improvement — margin expansion, KPI discipline, and scalable process implementation Track record of post-acquisition integration: assessing leadership, installing systems, and accelerating performance at newly acquired businesses Experience building and upgrading leadership teams — hiring, developing, and retaining GM-caliber talent Familiarity with ServiceTitan, Successware, or similar field service management platforms at a portfolio level What matters less: A specific degree — we care about the businesses you’ve built, the leaders you’ve developed, and the value you’ve created Having held the exact title of “Senior Vice President” — if you’ve been a Regional VP, VP of Operations, COO, or Division President over a comparable portfolio, we want to talk Deep technical trade licensing — operational and financial fluency across the trades matters more than personal certifications Why This Role $200M of operating scope. This is not a regional manager title stapled onto a small operation. You’re overseeing 8 brands, hundreds of millions in revenue, and thousands of employees. The scale is real, the complexity is real, and the impact is immediate. Shape the platform. The SVP doesn’t just execute the playbook — you help write it. The systems you build, the leaders you develop, and the standards you set will define how the platform operates at scale. Your fingerprints will be on the entire eastern portfolio. Significant equity upside. The platform is building toward exit. This is a role where your equity participation is meaningful and directly tied to the value you create. The better you operate, the more you earn — not just in bonus, but in long-term wealth. PE-grade operating partner role. You sit at the intersection of the executive team, the PE sponsor, and the operating brands. You have a seat at the table on strategy, capital allocation, M&A, and value creation planning. This is as close to a portfolio operating partner role as it gets without being on the fund side. Build something that lasts. The platform is assembling the best home services businesses in the country and investing in the leaders who run them. This is your chance to build a regional portfolio that becomes the benchmark for the industry.

Responsibilities

The Senior Vice President will oversee the financial and operational performance of approximately 8 portfolio brands with a combined $200M P&L. Responsibilities include driving operational excellence, developing GM-level leadership, and executing strategic initiatives to build enterprise value for a PE-backed platform.