Overview

The General Manager is responsible for the overall performance of Matthews Landscape — operations, sales, and account management.

You own the P&L of your teams...

You own the culture of your teams…

You own the outcome of your teams…

This role does not run crews and does not manage accounts directly. It runs the leaders who do. You will oversee the Operations Manager and the Sales/Account Manager, and you are accountable for the combined results of both departments working together as one company.

You are not here to “manage managers.” You are here to build a business that runs without the owner, and to make sure operations and sales are pulling in the same direction, not fighting each other.

Who You Will Oversee

• Operations Manager — owns daily execution across all service divisions (residential maintenance, commercial maintenance, irrigation/drainage, fertilization/weed control, pest control, Christmas lights)
• Sales Manager — owns the revenue performance, inbound leads, account management, and client retention

What You Own (Non-Negotiable)1. Company-Wide Performance

• Overall revenue, profitability, and growth targets
• Alignment between operations capacity and sales commitments
• Company-wide KPI review at all levels
• Final accountability for whether the business hits its numbers

2. Leadership of Leaders

• Direct oversight of the Operations Manager and Sales Manager
• Hold both accountable to their own KPIs and reporting cadence
• Coach, develop, and correct. Quickly, not eventually
• Make the call on who stays, who grows, who goes at the director level

3. Cross-Department Alignment

• Ensure sales isn't selling what operations can't deliver
• Ensure operations isn't limiting growth sales has already earned
• Resolve conflicts between departments before they hit the customer
• Own the handoff points: sold job → scheduled job → completed job → retained client

4. Culture & Standards

• Set the tone that managers are expected to enforce below them
• Protect company culture and values at the all levels
• Ensure accountability standards are consistent across both departments. No double standard between ops and sales

5. Data & Reporting to Leadership Team

• Consolidate reporting from both directors into a single company view:
• Revenue vs. target (by division and company-wide)
• Margin / COGS performance
• Labor vs. budget
• Client retention and growth
• Team performance across both departments
• Bring the leadership team insights and decisions, not just numbers

Daily / Weekly / Monthly Expectations

Daily

• Check in with directors on priorities and blockers
• Monitor for issues that cross department lines (capacity, scheduling, client escalations)
• Remove obstacles that are outside either director's authority to fix

Weekly

• 1-on-1s with the Operations Manager and Sales Manager
• Review combined company KPIs, not just individual department numbers
• Identify where ops and sales are misaligned and fix it that week
• Report company performance and key issues to ownership

Monthly

• Evaluate director-level performance
• Review company profitability and division-level profitability together
• Set company targets for the upcoming month
• Improve systems and processes that span both departments

Who This Role Is NOT For

• Someone who wants to run crews or manage accounts themselves instead of leading through directors
• Someone who avoids holding senior people accountable
• Someone who needs the owner to make department-level decisions for them
• Someone who manages departments in isolation instead of as one business
• Someone who is uncomfortable owning results they didn't personally produce

What Success Looks Like

• Operations and sales function as one business, not two silos
• Both directors running their departments
• Revenue, margin, and retention are predictable and improving
• The business runs without the owner in the day-to-day
• Problems get solved at your level before they ever reach the owner

Requirements

• 5+ years in management, multi-department leadership, or equivalent P&L-owning role (service industry preferred)
• Proven experience managing managers, not just front-line teams
• Strong track record with operational and sales/revenue KPIs
• Ability to read financial and performance data and act on it decisively
• Comfortable holding senior leaders accountable and having hard conversations

Compensation

• Base salary + performance incentives tied to:
• Company-wide profitability
• Revenue growth
• Client retention
• Operational efficiency

Final Note

This is a high-responsibility role with full ownership of company performance. If you are not comfortable being held accountable for results you achieve through other leaders, this is not the position for you.

Pay: $100,000.00 - $200,000.00 per year

Benefits:

• 401(k)
• Dental insurance
• Employee discount
• Health insurance
• Paid time off
• Vision insurance

Experience:

• Management: 5 years (Required)

Work Location: In person