Role: Commercial Manager - Building Services Sector/Repairs/Planned Maintenance

Location: Hybrid/Midlands - Home based with Travel within Midlands
Package: up to £75,000, excellent benefits and Bonus

My client are an established and growing Building services company that focus of providing Construction/building/Repairs elated framework services with local authorities, housing associations and commercial clients across the Midlands. From project inception to completion, they are committed to delivering excellence at every stage.

They are recruiting for a commercial Manager to take ownership of the finances on every contract they deliver in the region: valuations, applications, variations, cost control, subcontractor accounts and the reporting that tells them whether each contract is actually making what it should. This is a hands-on job in a business that's still building its structure with a growing order book, a set of schedules of rates, and a lot of information that needs pulling together properly. The person they appoint will have real autonomy, direct access to the owners, and the chance to set up the commercial function the way they think it should run.

Duties:

• Owning the contracts commercially. Full commercial ownership of every contract in your area - responsive repairs, voids, planned works and larger projects.
• Valuations and applications. Monthly (or as the contract requires) valuations and applications for payment on every contract, accurate and on time. Chasing certification and payment through, and dealing with disputes before they become a problem.
• Variations and pricing. Pricing variations and additional works against the schedule of rates, making sure they're agreed and instructed before the work goes ahead where possible, and recovered where it isn't. Keeping the uninstructed and unrecovered work to a minimum.
• Cost control. Understanding what each contract costs them to deliver (Labour, materials, van stock, subcontractors, plant) and working closely with the Operations Manager on productivity and improving margins.
• Subcontractors. Subcontract orders, valuations, payments and final accounts. Making sure they are being paid for what's been done, and that the terms with subcontractors match the terms with the client.
• Reporting. A clear, honest monthly report to the directors on each contract: turnover, cost, margin, cash position, risks and opportunities. A cost-value reconciliation that people can trust and act on.
• Contract administration. Knowing the contracts signed - terms, payment mechanisms, KPIs with a financial consequence, notice periods, retention. Flagging areas of exposure and making sure obligations are achieved.
• Tenders and new contracts. Supporting the directors on pricing new work: reviewing schedules of rates, building up rates where needed, sense-checking tenders against what it costs to deliver. As New work is won, setting it up commercially from day one.
• Building the function. Putting in the processes and systems the commercial function needs.