Reporting to the VP of Sales, the Director translates BCTS's sales strategy into executable work across the organization. Partnering with IT, HR, Finance, and Division leadership, the Director takes the strategic direction set by the VP of Sales and converts it into concrete, sequenced actions — defining what each function must build, staff, fund, or support, and when.

The Director also supports the M&A team across the deal lifecycle. This includes commercial and sales-side analysis during diligence, and post-close work to bring acquired teams, pipelines, and reporting onto BCTS systems and processes.

The role is a shared resource by design. BCTS functions can draw on the Director's analytical capacity to advance their own initiatives, and leadership can/will direct that capacity at the highest-value problems facing the business.

ACCOUNTABILITIES

SALES OPERATIONS

• Pipeline reporting, end to end. Stage-by-stage visibility from first call to booked work across every Division, on one shared definition of each KPI and a predictable cadence.
• Sales forecast. A bottom-up forecast built from pipeline and conversion history, with variance explained rather than absorbed, and tied cleanly to the financial plan in partnership with finance.
• Annual and quarterly planning. Carry the numbers underneath the planning cycle: targets by OpCo, branch, and segment, the assumptions each target depends on, and the materials leadership uses for business reviews.
• Sales targets and incentive design. Partner with sales leadership on quota setting and commission plan structure, so what the team is paid for matches what the plan requires.
• Driver modeling. Help maintain the drivers that actually move revenue and margin (bookings, conversion rate, average job size, agreement growth, attach rate) so a proposed plan change can be tested before it is committed.
• Funnel instrumentation and win/loss. Measure the sales funnel end to end (outreach volume, appointments set, show rate, close rate, face-time hours, cross-sell attach) and close the loop on why deals are won and lost.
• Commercial analytics. Pricing and realized margin by job type, plus marketing spend and lead-source return, so demand generation is judged on what it produces.
• Executive reporting. One number, one definition, one cadence, with visuals leadership can steer by. Numbers first, anecdotes second.

PROSPECT LISTS & MARKET INTELLIGENCE

• The denominator. A complete map of every commercial, industrial, and institutional building in a market that fits our target profile, not just the buildings already in our book, but the full universe of properties we could ever sell into. This is the fixed base every other sales metric divides by: penetration, whitespace, and addressable market only mean something once this exists.
• Ownership and relationship overlay. Layer the denominator with what we actually know about each building: currently serviced, previously serviced and lost, targeted but never served, and owned or managed by a company we already do business with elsewhere. This turns a static list of properties into a working map of exactly where we stand with every building in the market, and where the next opportunity sits.
• The building and equipment intelligence base. Vertical, installed equipment, equipment age, and current penetration attached to each building in the denominator, so every record carries not just an address but a reason it matters.
• Demand signals. Convert the known demand drivers into operational triggers: weather (heat waves and cold snaps), equipment age, permit and construction activity, ownership change, and compliance or regulatory events.
• Third-party enrichment. Contacts and roles, firmographics, property and assessor records, and other outside data that make a target callable rather than merely identified. Includes helping select the data vendors and manage what we spend with them.
• Build the lists the team actually works. Hand inside sales a refreshed, territory-routed, de-duplicated call list on cadence, with a reason attached to every record so the team knows why they are calling it, and suppression rules that keep active customers and open deals out of the queue.
• Size the opportunity. Whitespace and penetration against the worksite denominator, addressable market by branch territory, and who else is winning work in those markets.
• Measure list performance. Track which signals convert and which do not; retire the ones that do not earn their place in the queue.

SALES SYSTEMS, TOOLS & ENABLEMENT

• The CRM as a sales instrument. Stage definitions, required fields, data hygiene standards, day-to-day configuration, and input into the platform decisions behind them, so the process the team follows and the numbers leadership reads are the same thing.
• Build the tools the team sells with. Dashboards, territory and account views, and the supporting assets that shorten the path from list to booked meeting.
• The outbound stack. The email follow-up that rides behind the inside team's calling cadence, plus the dialer and call recording the desk works in, so reps can stay focused on the conversation.
• Enablement. Collateral and battlecards, documented process and SOPs, onboarding new reps onto the systems, and the ongoing training that keeps a distributed sales team working the same way.
• Onboarding acquired OpCos. Help bring newly acquired companies onto the standard data, CRM, and reporting stack so the enterprise view stays whole.
• Support IT on the systems underneath. Integration to the ERP, the underlying data platform, and email infrastructure sit with IT. This role works alongside that team as an additional resource: bringing the sales-side requirements, doing the data work where it helps, and adding capacity to get their projects delivered.

PILOT PROGRAMS & PROOFS OF CONCEPT

• Design and run the tests. Each pilot gets a hypothesis, a defined population, a control where one is possible, and a date on the calendar to read the result.
• Current candidates. Weather-triggered outbound, aged-equipment replacement campaigns, and agreement conversion off significant repair invoices.
• Agreement analytics. The data behind guaranteed-outcome coverage: repair-cost history by equipment class, pricing support for fixed-price agreements, and loss-ratio tracking as the covered book grows.
• Scale or kill on evidence. Write up what happened either way, so the next pilot starts from what was learned rather than from scratch.

SUPPORT & LIAISON: OPERATIONS AND FINANCE

• Hand Operations a forecast they can staff to. Booked and forecast demand in a form capacity planning can use, particularly ahead of weather-driven surges, so what Sales sells is matched by the ability to deliver it.
• Close the loop back into targeting. Take job cost and realized margin from delivery and feed it back into which buildings get called and how the work gets priced.
• Recurring revenue visibility. Service agreement renewal reporting, so the book that carries the relationship is watched as closely as new sales.
• Liaison between business development, operations, and finance. Work as the connection point wherever the revenue and demand numbers meet theirs, translating between what the field sees and what the plan says, and lending analytical capacity to their initiatives where it helps them deliver.
• Extend into adjacent reporting over the medium term. As the estimating function matures and we move toward more uniform CPQ (configure, price, quote) processes and tools, support it with the same instrumentation applied to the sales engine: intake, turnaround, and hit rate. Available for special projects as leadership directs.

• 15+ years in data analytics, financial analysis, and reporting, with a track record of building the analysis rather than commissioning it: can stand up the data pipeline, model the market, and produce executive-grade visuals without waiting on a team.
• 10+ years in commercial HVAC or mechanical services, with working command of how the business actually runs: service agreements, planned maintenance, retrofit and project work, and what drives cost and margin on a job.
• Bachelor's degree required.
• Comfortable across the full data lifecycle — pulling and shaping data, analyzing it, interpreting what it means for the business, and turning it into clear reporting — without needing to be a professional software engineer or IT specialist.
• Commercial fluency in sales and marketing operations; comfortable in a multi-site, acquisitive services business where no two operating companies keep their data the same way.
• Preferred: operational leadership experience, and familiarity with the systems this environment runs on (COINS or a comparable construction and service ERP).
• Trusted operator: works at high autonomy with low supervision, takes a fuzzy problem and returns with an answer, and travels to where the work is.
• Travel: Ability to travel up to 75% to meet business needs.