Concrete and masonry general manager job description
A concrete and masonry general manager runs one market's business: its builder accounts, homeowner sales, crews and profit. They set local prices, decide which jobs the market takes on, and own every homeowner call about a crack, a low spot or flaking sealer.
By the HireBus team · Updated · Pay data: BLS, May 2025
Median pay, structure and exterior contractors · BLS, May 2025
Provides strategic leadership and operational oversight for the Concrete & Masonry division to ensure exceptional quality workmanship and efficient departmental performance. Drives continuous improvement by monitoring KPIs, streamlining processes, and fostering a culture of accountability and excellence.
2. Essential Duties and Responsibilities
Directs and coordinates multiple departments to achieve operational efficiency and quality standards.
Monitors and reports on departmental KPIs to drive performance improvements.
Ensures adherence to safety regulations, industry standards, and customer requirements.
Implements process improvements and quality control measures to optimize project outcomes.
3. Key Tasks / Daily Activities
Conducts daily briefings with department heads to review project statuses and address any issues.
Assesses work progress and quality on active sites to guarantee compliance with company standards.
Reviews and evaluates performance metrics and adjusts strategies as necessary.
Engages with customers to address concerns, discuss project updates, and ensure customer satisfaction.
4. Key Performance Indicators (KPIs)
Revenue per project: Achieve an average of $150,000 per project.
Customer Satisfaction Rating: Maintain >4.8 stars on post-service surveys.
Callback Rate: Achieve a rate of <5% for completed projects.
Project Completion Efficiency: Attain a minimum capacity efficiency of 90%.
5. Required Qualifications and Skills
Bachelor’s degree in Business Administration, Construction Management, or a related field.
A minimum of 5 years’ experience in management within the construction or home services industry.
Proven ability to lead cross-functional teams and manage multi-department operations.
Strong analytical, communication, and problem-solving skills.
6. Preferred Experience
Experience managing operations in the concrete and masonry or related construction fields.
Background in quality assurance and safety regulation implementation.
Demonstrated success in managing large-scale projects and optimizing operational efficiency.
Familiarity with modern construction management software and reporting tools.
7. Physical Requirements
Ability to occasionally lift up to 25 lbs during site visits.
Frequent movement across job sites with variable weather conditions.
Extended periods of standing, walking, and moderate physical activity during inspections.
Work in environments that require adherence to various safety standards and protective equipment.
8. Work Environment and Schedule
Regular office and site visits with a standard 40-hour work week.
Occasional travel between multiple job sites as required.
Flexibility to work extended hours during project deadlines.
On-call responsibilities to address urgent operational issues as they arise.
9. Compensation and Benefits
Annual salary range between $110,000 and $140,000 USD based on experience.
Eligibility for performance-based bonuses tied to KPI achievements.
Comprehensive health, dental, and vision insurance coverage.
401(k) retirement savings plan with company matching contributions.
10. Company Culture and Overview
At [INSERT COMPANY NAME HERE] we pride ourselves on fostering a collaborative and growth-oriented work environment where innovation and quality craftsmanship are celebrated.
Our team is dedicated to continuous improvement, supporting career development, and providing exceptional service to our valued customers.
We encourage open communication and a commitment to excellence in everything we do.
Join us and contribute to a legacy of high-quality work and customer satisfaction.
11. How to Apply
If you meet the above criteria and want to be part of a growth-oriented company focused on customer satisfaction, please send your resume to [INSERT EMAIL HERE] or apply online at [INSERT WEBSITE LINK HERE].
Need help filling this role? HireBus posts the ad, Iris interviews every applicant by phone before you do, and you decide who to hire. Start hiring now
In one market, the GM is the company. Builders, homeowners and the city all reach this person when something goes wrong.
Every homeowner hears about cracks
NRMCA's guidance says all concrete tends to crack and crack-free concrete can't be made, though good subgrade, joints and curing keep cracks fewer and smaller. It adds that most random cracks at an early age, though unsightly, rarely affect the structure or service life. The GM decides what sales says about cracks before the pour and what the warranty does and doesn't cover, so a hairline crack doesn't become a fight. Source: NRMCA Concrete in Practice 4: Cracking concrete surfaces.
The city owns the end of the driveway
Cities often control the part of a driveway that crosses the public right-of-way. In Cincinnati, for example, putting in or changing a driveway approach takes a street opening permit and a street contractor licensed by the city. The approach must be at least seven inches of concrete, and the site plan must show every utility, with buried lines marked through Ohio811. The GM keeps the market's licenses and bonds current and learns each town's rules before sales quotes the job. Source: City of Cincinnati (example): New driveway permit procedures and criteria.
Builder price sheets are local deals
Each builder in the market wants a set price for the footings, walls, garage slab and driveway on each house plan. The GM builds those prices from local ready-mix costs and crew days, reprices when a plant raises its rates, and decides when a builder's terms or payment habits make its lots not worth taking.
Callbacks land on the GM's desk
Scaling, flaking sealer, low spots that hold water and cracks outside the joints all come back as callbacks, sometimes a winter later. The GM tracks each one by crew and cause, decides what gets fixed at no charge, and keeps repair visits from pulling a crew that is already behind on new work.
How much concrete and masonry general managers make
The closest BLS group for concrete and masonry general managers is general and operations managers. General and operations managers who work for foundation, structure, and building exterior contractors earned a median of $102,230 a year ($49.15 an hour) in May 2025, according to the Bureau of Labor Statistics. That’s below the $105,770 median for general and operations managers in all industries. About 30,750 of the 3,503,020 general and operations managers in that survey work for structure and exterior contractors.
The template sets a salary with a bonus for hitting KPI targets. Weight it toward the market's profit and callback rate, so the GM has a reason to turn down work the crews can't do well.
Structure and exterior contractors
$102,230$102,230 median Middle half $74,190–$154,760 10th–90th $51,090–$210,280
All industries
$105,770$105,770 median Middle half $72,320–$167,280 10th–90th $50,090–$253,390
$0k$50k$100k$150k$200k$250k$300k
10th–90th percentileMiddle halfMedianAnnual pay, May 2025. Source: BLS Occupational Employment and Wage Statistics.
Annual pay by percentile
Group
10th
25th
Median
75th
90th
Structure and exterior contractors
$51,090
$74,190
$102,230
$154,760
$210,280
All industries
$50,090
$72,320
$105,770
$167,280
$253,390
BLS doesn’t publish pay for concrete and masonry contractors on their own. These figures cover foundation, structure and building exterior contractors, which include them. Post a real range for your market in the ad.
The pay line in the template above is an example from our Role Blueprint. Set yours from these figures and what local companies pay.
Skills to hire for, and what you can teach
Hire for these
Has run a branch or a market for a flatwork, foundation or masonry company
Prices builder plans and homeowner jobs from real yards and crew days
Explains joints, curing and cracks to a homeowner in plain words
Reads a market profit and loss and knows which jobs made or lost money
Leads sales, office and field leads in the same week
Teach these on the job
Your warranty terms and callback process
Local city permits, licenses and bonds
Your builders' house plans and price sheets
Your CRM, estimating and scheduling tools
Company finish and wall standards
The GM works from the market's profit and loss, the estimating and CRM system, the crew schedule and the callback log. Builder price sheets often live in a spreadsheet the GM owns, so ask candidates how they kept one current when ready-mix prices rose.
Concrete and masonry general manager interview questions
Two of the 6 questions we'd ask, and what a strong answer sounds like. Ask every candidate the same questions, and rate each answer on your own before you compare notes.
Situational · Root cause on callbacks
Callbacks for scaling and cracking are up, and crews blame the ready-mix supplier. What do you do?
A strong answer: Pulls delivery tickets and job records, compares by crew, supplier and weather, brings in the supplier's technical rep, and fixes either the practices or the supplier.
Behavioral · Raising prices
Tell me about a time you raised prices on concrete or masonry work while your sales team pushed back.
A strong answer: Explains the cost data behind it, how they prepared the sales team, and the effect on close rates and margin.
Set each target from this market's last two seasons, and break out builder lots, homeowner jobs and commercial work before you compare one market with another.
Revenue per project
Average invoice per finished job, reported apart for builder lots, homeowner jobs and commercial work, since a few large jobs can make the average look healthy.
Customer Satisfaction Rating
Post-job survey and review ratings from homeowners, plus a talk twice a year with each builder's superintendent about crew quality and timing.
Callback Rate
Jobs that needed a return visit within the first year, against jobs finished. Tag each by cause, such as cracks outside joints, scaling, drainage or sealer.
Project Completion Efficiency
Crew days used against crew days estimated for each job, so the GM can see whether the market's estimates or its crews need work.
Career path
Project managerRuns builder and homeowner jobs from contract to final walk.
Can a concrete market hit the template's revenue-per-project number?
Only where it sells large jobs. The template's average fits full builder packages, with footings, walls, garage slab and driveway on one house, or commercial work. A market of patios, walks and driveway tear-outs runs far lower, and that work can earn well per yard. Don't push a GM to turn it away to lift the average; hold them to the market's margin instead.
How much does a concrete and masonry general manager make?
General and operations managers who work for foundation, structure, and building exterior contractors earned a median of $102,230 a year ($49.15 an hour) in May 2025, according to the Bureau of Labor Statistics. The middle half earned between $74,190 and $154,760 a year. Pay also depends on your local market, experience and bonus terms.
What site work does a concrete GM do?
The template describes long stretches of standing and walking during inspections, moving between sites in any weather, and now and then lifting as much as 25 pounds. In practice that means walking a pour, a footing before inspection or a finished wall with the crew lead, in the protective gear the site calls for. Name those tasks in the posting, and say you'll consider reasonable accommodation for anyone who needs it.
When does a concrete company need a GM for a second market?
When drive time to the new area eats a crew's morning, or when builders there want a local contact who answers the same day. A GM makes sense once the area can carry its own crews, a salesperson and someone in the office. Before that, a project manager working from the main yard is usually enough.
Should the GM own builder accounts or leave them to sales?
Sales can open the door, but the GM should own each builder's price sheet and terms, since those decide the market's margin. Sales keeps the daily contact with the builder's purchasing staff and superintendents, and brings any price change to the GM before quoting it.
