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

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.

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

, productivity expectations, quality standards, safety practices, and documentation

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 mai