Call Center Manager — Build Reece's Statewide Phone Room. Hire the Team. Own the Ratios.

This is a description of the job and how I screen for it. If you've never built a phone room from an empty floor, this one isn't for you.

My name's Brad. I'm the Chief Marketing Officer at Reece Windows & Doors, and I'm hiring the person who will build and run our new St. Petersburg room.

This room won't serve one local branch. It will set appointments across Florida, support the new markets we add, and scale with our growth beyond the state.

Read that again. The marketing executive responsible for creating that demand is signing the ad for the manager responsible for converting it into appointments.

You've been asked a question with no right answer.

"Why are appointments down?"

You knew why. The lead source changed. The budget got cut. Comp got changed and you found out in time to go announce it. Hiring froze. Three people quit. Half the list was six months old.

You said all of it out loud.

The meeting was still about your leadership.

That's the part that burns. Not the hours. Being held responsible for a scoreboard you don't control.

Accountability without authority isn't management. It's absorbing blame on somebody else's behalf.

In most companies the person who controls your lead budget never has to sit across from the manager carrying the number. Here, that person is me. So I'm the one signing this.

THE JOB

We aren't looking for someone to manage a room. We're looking for someone who wants to build one.

Start from an empty floor. You recruit the seats, install the standards, set the daily cadence, coach the calls, and cut the hires who don't work out. Then you move the ratios.

Homeowners request information about hurricane impact windows and doors. Your team qualifies them and books the appointment for our sales organization.

This isn't a custodian job for a room that already runs, and it isn't a branch department. If every floor you've managed was handed to you staffed, scripted and stable, you'll be out of your depth here.

You're also not building a room that works only when you're standing in it. You're building hiring, training, reporting and coaching systems that hold up across markets without depending on your personality.

If you've always been better than the room you inherited, this is the one you get to build yourself.

WHAT YOU CONTROL

Lead allocation across markets and campaigns.

Dial strategy by source, market and time zone.

Scripts and call standards.

Hiring and firing.

Scheduling and coverage.

The operating budget assigned to the room.

That isn't a partial list. It's the whole list, and it's yours.

What it isn't is freedom from scrutiny. Bring me the recommendation, the numbers behind it, and the result after you implement it. If you want authority because you intend to own the outcome, we'll get along. If you want it because you'd rather not be asked, we won't.

Every competitor hiring right now wants someone to run meetings. I want someone who moves ratios. You'll still need to command a room, recruit believers into an empty one, and hold standards through rejection-heavy weeks. Motivation without diagnosis is theater. Diagnosis without leadership is a spreadsheet nobody follows.

You report to me. I travel throughout Florida, so I'm not going to stand behind your chair reading your screen. I'll know your numbers. I'll know whether the inputs changed. And I won't manage your minutes.

THE NUMBER YOU OWN

Qualified held appointments per week, against committed lead volume and budget.

Not gross sets. Held.

You'll also know where the output came from, by market, source, campaign and rep. A statewide total is not a place to hide a broken market inside a healthy one.

That scoreboard will not move because you gave a good Monday speech.

THE COMPANY

Reece has been family-owned since 1972 and serving Florida since 2005. We've spent decades becoming one of Florida's largest hurricane impact window and door companies.

We also have people here past twenty years. Some past thirty-five. When you're recruiting veterans who've already been burned twice, that's the number you'll be selling them.

The St. Petersburg room isn't being opened because we're trying to survive. It's being opened because we're growing.

THE PAY

$100,000 to $125,000 a year including bonus, when the room performs. Underneath that, a base of $1,200 to $1,500 a week. $62,400 to $78,000, guaranteed while you build.

W-2. Full benefits.

I'm not going to print a bonus number and let you discover the fine print in month three. You'll see the structure, the math, and what it pays at each level of performance before you accept.

THE PROOF

Before you accept, I'll put the real numbers in front of you.

The lead sources committed to this room and the volume behind them.

What those leads cost.

What our existing rooms produce with the same sources.

The comp plan your team will work under.

Your operating budget.

Including the parts that look bad. Good managers want the truth early. Weak ones want it hidden until there's someone else to blame.

Ask me what I'll fund and what I won't. Take nobody's word for any of it. Including mine.

Now compare. Put this next to every call center manager posting open in your other tabs. Count how many name the metric you'll be judged on. Then count how many hand you the budget behind it.

I'll wait.

THE HONEST PART

There is no room yet. No team, no ramp, no numbers on the board, no working playbook to hand you.

And here's what will actually test you: you'll be recruiting experienced phone people in a market full of rooms that burned them. Before they trust the company, they'll decide whether they trust you. Some of your early hires won't make it, and cutting them quickly is your job too.

If you need an operation that already hums, this isn't it.

The accountability cuts both ways. "I inherited this" won't be available to you. Vendors and market conditions will still be real, and I know the difference. But ninety days from now, the room won't be perfect. It will have your fingerprints on it.

What you get in exchange: you won't spend another Monday defending numbers you didn't create. You'll spend them improving numbers you control.

THE SCREEN

First line of your application:

The largest room you've built, and the biggest ratio you moved.

Like this:

18 seats. Set rate: 9% to 14%.

That's it. No cover letter.

Not "proven leader." Not "results-driven." Two numbers.

No numbers, no interview. In the interview, be ready to explain how "set" was defined and exactly what you changed to move it.

If your numbers are real, I'll know.

If mine are real, you'll know.

That's what the interview is for.

— Brad Codman, Chief Marketing Officer, Reece Windows & Doors

Pay: $100,000.00 - $125,000.00 per year

Benefits:

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

Work Location: In person