Director of Maintenance

About Green Ocean Property Management

Green Ocean Property Management is a growing property-management organization serving residential rental and condominium/HOA portfolios, supported by related service businesses. Our maintenance operation must deliver fast, reliable service while controlling quality, labor, vendor capacity, billing, and client expectations.

Position Summary

The Maintenance Director is the senior functional leader responsible for maintenance performance across Green Ocean Property Management and Pro Services Boston. Reporting to the COO, this person owns service levels, field-team people management, project and coordination workflows, vendor capacity, department financial performance, and the systems required to deliver consistent work.

This is not primarily a dispatcher, technician, or individual project-manager role. The Director leads the maintenance function through clear scorecards, documented processes, direct management of the field team, and defined responsibilities for the Field Operations Specialist, Project Manager / Estimator, and Maintenance Coordination Team. The right person will make maintenance predictable, profitable, and less dependent on the CEO or COO for daily decisions.

Core Outcomes

Reliable service response: Emergency and routine requests are acknowledged, scheduled, and completed against approved service levels.

Controlled backlog: Every open item has a clear owner, status, next action, and escalation path; aged work is reduced and kept within approved limits.

Profitable maintenance delivery: Labor, vendor cost, billing completeness, project margin, and rework are measured and actively managed.

Consistent field quality: Inspections, workmanship standards, documentation, callbacks, and quality reviews are built into the operating process.

Clear people accountability: Field staff receive direct expectations, coaching, performance follow-up, and capacity planning from the Maintenance Director.

Scalable systems: Intake, coordination, project delivery, field execution, vendor management, and owner/property-manager handoffs are documented and repeatable.

Key Responsibilities

Maintenance Operations Leadership

Own the maintenance operating system from request intake through scheduling, field execution, documentation, billing handoff, and closeout.

Set emergency and routine service levels, escalation rules, quality standards, and communication expectations.

Run weekly maintenance operating reviews covering backlog, aging, scheduled work, emergencies, callbacks, staffing, vendor capacity, and financial performance.

Ensure the Maintenance Coordination Team maintains accurate work-order status, scheduling, resident communication, vendor communication, and after-hours handoffs.

Hold the Project Manager / Estimator accountable for scopes, estimates, schedules, project delivery, change control, documentation, and project margins.

Use the Field Operations Specialist for inspections, technical troubleshooting, difficult jobs, field recommendations, and workmanship checks without assigning people-management duties to that role.

Maintain complete, decision-ready records in PropertyMeld, Buildium, approved trackers, and related source systems.

Field Team and People Leadership

Directly manage field staff, including performance expectations, schedules, coaching, attendance, discipline, development, and staffing decisions.

Define required skills, productivity expectations, quality standards, safety practices, and documentation requirements for each field role.

Build labor and vendor capacity plans that match seasonal demand, portfolio growth, emergency coverage, and project commitments.

Identify performance issues early, document expectations, and complete timely follow-up rather than allowing unresolved problems to move upward to the COO.

Create practical onboarding and training plans for field staff, coordinators, estimators, and vendors.

Maintain a span of control that is workable at current headcount and recommend another frontline leadership seat only when workload and staffing data justify it.

Financial and Vendor Leadership

Own the maintenance budget, labor plan, vendor plan, gross-margin review, billing completeness, and material cost controls.

Ensure all billable labor, materials, vendor costs, estimates, approvals, and change orders are documented and handed to Finance on time.

Review vendor performance, pricing, availability, insurance requirements, service quality, and replacement risk.

Partner with Finance to reconcile operational activity with billing, payroll, vendor bills, receivables, and department reporting.

Identify unprofitable work types, repeated callbacks, underbilling, capacity gaps, and process failures, then bring a corrective recommendation to the COO.

Executive and Cross-Functional Leadership

Serve as the COO's accountable leader for maintenance outcomes and risks.

Coordinate with Property Operations, Leasing, Customer Success, On Ramp, Finance, and Systems/Data on handoffs that cross departments.

Convert maintenance data into a short executive do-list with an owner, deadline, metric, and expected business effect.

Build and maintain maintenance playbooks for routine work, emergencies, projects, inspections, vendor use, resident communication, and billing handoff.

Identify risks early and bring a recommendation, not only a problem, to the COO and CEO.

Decision Authority and Boundaries

The Maintenance Director is expected to improve routine maintenance processes, manage staff and vendors, enforce approved controls and deadlines, assign work, resolve routine escalations, and make day-to-day operating decisions within approved policies and budgets.

The Director prepares evidence-based recommendations for executive approval on material unbudgeted commitments, senior hires or terminations, major vendor changes, significant pricing or policy changes, legal or safety matters, and other decisions reserved for the COO or CEO. The Director owns maintenance management and results. The role should not depend on personally performing routine field work or redoing coordinator and project-manager tasks.

Proposed Scorecard

Final targets should be confirmed during the first 30 days after reviewing the current baseline.

Emergency and routine service requests meet approved acknowledgment, scheduling, and completion standards.

Aged work orders remain within approved limits, and every material exception has an owner, next action, and date.

Scheduled work, field productivity, project delivery, and vendor capacity are reported weekly.

Billing documentation, labor, material, estimate, approval, and change-order records are complete and timely.

Callbacks, rework, quality defects, safety issues, and repeated failures are measured and reduced against baseline.

Field staff, the Project Manager / Estimator, Field Operations Specialist, and Maintenance Coordination Team deliver their scorecards without the Director redoing their work.

Required Qualifications

Significant progressive experience leading maintenance, facilities, construction service, field operations, or a comparable multi-site service function.

Proven people-management experience, including performance expectations, coaching, discipline, hiring, staffing, and direct accountability for a field team.

Working knowledge of work-order operations, emergency response, estimating, project delivery, vendor management, quality control, and safety practices.

Experience owning a department budget, labor capacity, vendor cost, billing completeness, and operating metrics.

Ability to distinguish technical expertise from people leadership and assign each responsibility to the correct role.

Strong written and verbal communication, follow-through, documentation, and comfort holding staff, vendors, and peers accountable.

Experience with propert