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Owner, general manager, the operations and sales leaders, the large-loss and CAT director, and the branch manager.
A resource from RocketLevel for restoration owners building the team that runs the company without them, backed by decades of experience in the trade.
These are the leadership and executive seats that let the business run without the owner in every decision. They set the vision, hold the operating rhythm, and own the numbers across operations, sales, large loss, and each location. The Visionary and Integrator seat names come from EOS, the Entrepreneurial Operating System described in Gino Wickman's Traction.
Reports to: Owner. Purpose: run the day-to-day business so the owner can work on it, owning the operating rhythm and holding the leadership team accountable.
Key responsibilities: run the operating rhythm (weekly, monthly, quarterly), hold department leads accountable to their numbers, remove obstacles, own company-wide execution of the plan, develop the leadership team.
Scorecard: the company hits its plan; the operating rhythm is held; the leadership team is accountable and developing; the owner is freed to work on the business.
Reports to: the board or self. Purpose: the visionary seat with final accountability for the vision, the culture, and the capital of the company.
Key responsibilities: set the vision and the long-range plan, own the company culture and values, allocate capital and approve major investments, build and lead the leadership team, carry final accountability for results, protect the company's reputation and relationships.
Scorecard: the vision is clear and shared; the right leaders are in the right seats; capital is allocated to the highest return; the company grows in value year over year; culture is healthy.
Reports to: Owner or General Manager. Purpose: lead multiple departments so operations run as one system.
Key responsibilities: lead production, estimating, and field operations together, own cross-department metrics and standards, develop department managers, drive process improvement, own capacity and resource planning, hold operations accountable to the plan.
Scorecard: departments run as one system; operating metrics at target across functions; managers developing; process improvements shipping; capacity matched to demand.