Overview

Together, We Enhance Innovation and Growth

i2G specializes in advanced physical electronic security and life safety solutions. i2G has proven experience in surveillance, access control, and intrusion detection systems, biometrics, fence sensors, radars, ground sensors, anti-drone technologies, and more. We excel in design, project management, commissioning, and enterprise technology integrations.

i2G’s mission is to provide the products and services that meet our customers’ needs to give them a vital advantage in today’s market, helping to protect what matters most.

The Capacity Planning Manager builds and maintains i2G's labor demand forecast, reconciles it continuously against contract signings and actual hiring, determines the right mix of skill levels and capabilities to meet project and market requirements, owns the trade school and apprenticeship partnerships that feed that supply, and partners with the Talent Account Management Manager to convert that forecast into a prioritized, resourced hiring plan.

This is an operations planning role with a heavy analytical core and a strategic remit. It is not a recruiting role and it does not own hiring delivery. It owns the demand signal, its accuracy, the capability architecture behind it, and the external partnerships that build long-term supply.

Responsibilities

Demand forecasting and backlog translation

• Maintain a rolling 36 month labor demand forecast built from the approved budget, the signed contract backlog and the weighted sales pipeline.
• Convert each award into a staffing requirement: role, grade or skill level, quantity, location and need-by date.
• Track contract signature status against forecasted starts. Adjust need-by dates as contracts sign, slip or cancel, and communicate each change within an agreed service level.
• Distinguish growth demand from attrition backfill and maintain a separate view of each.
• Own the requisition hold list: what is on hold, why, who owns the release, and the expected release date.

Plan versus actual, and variance

• Reconcile budgeted headcount against actual headcount monthly, and explain the variance in business terms rather than in spreadsheet terms.
• Track hires against plan by month, role family and market, and report the trend.
• Measure and publish forecast accuracy, and improve it quarter over quarter.
• Quantify the revenue and margin consequence of a staffing shortfall so trade-offs are visible when priorities compete.

Talent mix, skills architecture and pipeline development

• Determine the right mix of skill levels for each market and project profile, balancing cost, ramp time, certification requirements and availability.
• Contribute to i2G’s technician mix strategy: recommend the balance of apprentice, installer, service and senior grades the business should carry, and how that balance should shift as the mix of work, geography and technology changes.
• Partner with operations and learning and development to build and maintain the technician skills matrix. Define the capabilities that distinguish each grade, and keep the matrix current as platforms, products and codes change.
• Express demand in capabilities rather than headcount, so the plan states which skills are needed where and by when, not simply how many people.
• Use the skills matrix to identify capability gaps ahead of demand, and recommend whether each gap is closed through training, internal progression or external hire.
• Model build versus buy: internal progression and certification against external hire at a higher grade.
• Model adjacent-trade and apprentice sourcing against experienced hire, including the training burden each carries.
• Own i2G’s trade school, technical college and apprenticeship partnerships: partner selection, relationship health, program cadence and the pipeline each is expected to produce.
• Shape partner curriculum so graduates arrive with the capabilities i2G actually deploys. Align coursework, lab equipment, platform exposure and certification pathways to the technician skills matrix.
• Forecast school program output against the 36 month plan, and treat that supply as a planned input to the hiring forecast rather than an opportunistic one.
• Measure each partnership on hires produced, retention and time to productive, and reallocate effort toward the relationships that perform.
• Plan on productive capacity rather than headcount. Account for time to badge, license, certify and deploy, and for the ramp curve of a new hire.
• Identify licensing, registration and jurisdictional requirements that gate deployment in a target market, and surface them before entry rather than after.
• Recommend when to deploy surge levers: travel or launch crews, contract labor, subcontractors or agency support.