A facility management chief executive officer decides which kinds of buildings the company serves, such as offices, retail centers or apartments, and which services it sells: cleaning, repairs or managing other vendors. The CEO wins the largest service contracts, decides which work company crews keep and which goes to subcontractors, and keeps the owners or board informed.
By the HireBus team · Updated · Pay data: BLS, May 2025
Median pay, administrative and support services businesses · BLS, May 2025
Annual pay: 10th percentile $68,780, middle half $124,990 to $348,170, 90th percentile $452,460. Source: BLS Occupational Employment and Wage Statistics, May 2025, administrative and support services businesses.
Reports to
Owners or board of directors
Department
Executive
Schedule
Weekdays, with client and site travel · Business hours Monday to Friday, frequent trips to client buildings, and some evening or weekend meetings at busy times
Also called
President · Managing partner · Founder and CEO · Managing director
Serves as the visionary leader responsible for defining strategic direction and ensuring profitability in the facility management division. Drives organizational growth by securing large-scale maintenance contracts and establishing robust operational frameworks. Acts as the primary decision-maker in aligning innovative strategies with market demands and customer satisfaction.
2. Essential Duties and Responsibilities
Develops and implements long-term strategic plans to drive business growth and profitability.
Oversees facility management operations to maintain high standards of safety, quality, and efficiency.
Collaborates with senior leadership and stakeholders to ensure strategic alignment across the organization.
3. Key Tasks / Daily Activities
Conducts market analysis and evaluates new business opportunities to expand the client base.
Engages with key clients to negotiate contracts and maintain strong, lasting relationships.
Reviews operational reports and financial statements to monitor performance and adjust strategies.
Provides daily oversight of facility management teams to ensure operational excellence.
4. Key Performance Indicators (KPIs)
Revenue Growth: Target annual increase of 15%.
New Contract Secured: Minimum of 5 large-scale contracts annually.
Profit Margin: Maintain a gross margin above 30%.
Customer Satisfaction Rating: Achieve an average rating of over 4.8 stars.
5. Required Qualifications and Skills
Advanced degree in Business Administration, Facility Management, or a related field.
Demonstrated experience in leadership roles within the facility management or home services industry.
Strong strategic thinking, analytic, and decision-making skills.
Excellent communication, negotiation, and interpersonal skills.
6. Preferred Experience
Previous experience as a CEO or in an executive leadership role within facility management or a similar industry.
Proven track record of securing large-scale contracts and driving substantial revenue growth.
Experience working with cross-functional teams in dynamic, growth-oriented environments.
Familiarity with current trends and technology advancements in facility management.
7. Physical Requirements
Ability to travel frequently for site visits and client meetings.
Capable of working in various facility environments, including occasional exposure to on-site operational settings.
Comfortable with extended periods in an office-based environment with moderate physical activity.
Required to participate in occasional on-site inspections and meetings.
8. Work Environment and Schedule
Typical work schedule is Monday to Friday during standard business hours.
Occasional travel required for client meetings, conferences, and site inspections.
May need to attend evening or weekend meetings during peak project times.
Flexible work environment with a combination of office and on-site responsibilities.
9. Compensation and Benefits
Competitive salary range of $200,000 - $350,000 USD per annum.
Performance-based bonuses tied to contract growth and profitability targets.
Comprehensive health, dental, and vision insurance plans.
401(k) retirement plan with company match and other fringe benefits.
10. Company Culture and Overview
We are a growth-oriented company with a focus on excellence and innovation in facility management.
Our inclusive culture fosters collaboration, creativity, and a commitment to professional development.
We empower our leaders to drive change and shape the future of home services by setting and achieving ambitious goals.
Join us in an environment where strategic thinking, proactive problem-solving, and high ethical standards are celebrated.
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
A facility management company sells the upkeep of buildings it doesn't own, under contracts that can be rebid or ended. The CEO's biggest calls are about reach: how many kinds of buildings, trades and states the company can serve well.
Do the work or manage the vendor
Cleaning, porter rounds and everyday repairs are usually done by company crews. Elevators, fire alarm testing and large HVAC systems usually go to specialist vendors that the company schedules and bills. Work your own crews do carries payroll and hiring risk but can earn more. Managed work earns a smaller markup and still brings the blame when a vendor misses. The CEO decides which trades to bring in-house as the client list grows.
A building sale can end a contract
When an owner sells a property or hires a new management firm, the new team often brings its own vendors. Many service contracts let either side end them on written notice, so the client list moves with the real estate market. The CEO builds ties above the building level, with asset managers and regional property managers, and tracks how much revenue rides on a single owner's portfolio.
Oregon licenses the repair side by building type
Oregon's contractor law covers anyone paid to repair or improve someone else's building. A licensed property manager's own maintenance staff can be exempt, but a company hired to fix doors and drywall there generally needs a Construction Contractors Board license. The endorsement must match the building: apartments up to four stories above grade are residential, a building mixing shops and apartments is not, and bigger office and retail projects need a commercial one. Hire only properly endorsed vendors. Unlicensed, you generally can't file a lien or sue for payment. Source: Example state: Oregon Revised Statutes chapter 701, construction contractors (ORS 701.005, 701.010, 701.021, 701.026, 701.131).
National accounts stretch the map
A retail chain or an owner with buildings in several states may want one vendor for all of them. Saying yes means hiring local subcontractors where you have no crews, then answering for their work, insurance and licenses as if they were your own. The CEO decides how far past the home market to go, and whether the fee on those far-off sites pays for the oversight they need.
How much facility management chief executive officers make
The closest BLS group for facility management chief executive officers is chief executives. Chief executives who work for administrative and support services businesses earned a median of $207,900 a year ($99.95 an hour) in May 2025, according to the Bureau of Labor Statistics. That’s about the same as the $213,990 median for chief executives in all industries. About 8,760 of the 204,350 chief executives in that survey work for administrative and support services businesses.
Expect a base salary and bonuses keyed to the template's contract growth and profitability targets. Against the administrative and support services figures shown, the template's range starts near the median and ends near the upper quarter.
Administrative and support services businesses
$207,900$207,900 median Middle half $124,990–$348,170 10th–90th $68,780–$452,460
All industries
$213,990$213,990 median Middle half $129,540–$356,200 10th–90th $75,700–$507,730
10th–90th percentileMiddle halfMedianAnnual pay, May 2025. Source: BLS Occupational Employment and Wage Statistics.
Annual pay by percentile
Group
10th
25th
Median
75th
90th
Administrative and support services businesses
$68,780
$124,990
$207,900
$348,170
$452,460
All industries
$75,700
$129,540
$213,990
$356,200
$507,730
BLS doesn’t publish pay for chief executives at facilities support services on their own, so these figures cover administrative and support services businesses. 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 janitorial, building maintenance or facility services company, or a region of one, and answered for its profit
Wins multi-building contracts from property management firms, owners and retail chains
Prices labor-heavy service work and knows where the margin leaks
Judges which trades to staff in-house and which to subcontract
Picks a COO and CFO who can run their areas without daily direction
Teach these on the job
Your contracts' notice, renewal and rebid terms
Who picks vendors at each client: the site, the region or the asset manager
Your subcontractor network and how it is insured
Contractor licensing in states where your techs do repairs
How your accounting and work order data fit together
The CEO reads results by contract and by client: revenue, labor hours, gross margin, renewals coming due and open bids. Those numbers come from the accounting system, the work order platform, and client portals such as ServiceChannel or Yardi that many large accounts use.
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 · Client concentration
Your largest client, about a [quarter] of revenue, puts its contract out to bid. What do you do?
A strong answer: Reviews service and SLA data, meets the decision makers, fixes known issues, builds a bid around proven value and not just price, and starts a plan to reduce dependence on one client.
Behavioral · Losing a major client
Tell me about a time you lost a major client. What did you learn, and what did you change?
A strong answer: Owns their part, names the specific causes and the changes made to service or account management.
Split each target by property type, because offices, retail centers and apartments grow and earn differently, and put them before the board every three months.
Revenue Growth
Set this year's contract revenue beside last year's, broken into new clients, added buildings for current clients, and extras billed on top of contracts. Subtract buildings lost so a few big wins don't hide a leak.
New Contract Secured
Agree with the board on what large-scale means, such as a set monthly value or a portfolio of several buildings. Count signed contracts that meet it, and track how many make it past their first renewal.
Profit Margin
Gross margin by contract: billings less crew wages, payroll taxes, supplies and vendor costs, divided by billings. Report self-performed and managed vendor work on separate lines, since their margins differ.
Customer Satisfaction Rating
Weight each client's rating by contract value when you roll the scores up for the board, so one unhappy large owner can't hide behind many small, happy accounts. List each contract lost and the reason given.
Career path
Operations managerRuns crews, schedules and service quality across many client buildings.
General managerRuns the client accounts and the managers who serve them.
Can a former property manager or corporate facility director run a facility management company?
Some candidates ran facilities for a corporation or managed properties for an owner. They know how buyers pick and fire vendors, which helps in sales. Many have never priced labor or met a payroll on thin margins. Have them talk through a cleaning bid for a building they know: hours by task, wages, supplies and margin. If you hire from the client side, pair them with a CFO who has priced service labor.
How much does a facility management chief executive officer make?
Chief executives who work for administrative and support services businesses earned a median of $207,900 a year ($99.95 an hour) in May 2025, according to the Bureau of Labor Statistics. The middle half earned between $124,990 and $348,170 a year. Pay also depends on your local market, experience and bonus terms.
When should a facility management company bring a trade in-house?
When the same vendor work comes up in many buildings every month and would keep a technician busy, such as routine plumbing repairs or filter changes. Weigh the hire, the van, any license and the insurance against what the vendor charges, including your markup. Low-volume, high-risk work, such as elevator repair or fire alarm testing, usually stays with specialists.
How much revenue should one client hold?
There's no set limit, but ask what happens if your largest owner sells its buildings next quarter. Could you cut costs fast enough, and would the bank still lend? Lenders and buyers ask the same question. If one property management firm or owner holds a large share, the CEO spends time with its decision makers and grows other accounts on purpose.
What should a facility management CEO check before signing a large contract?
The notice either party must give to end it. Whether the price can rise when wages or supply costs do. The insurance limits and indemnity the client wants. The scope list and what counts as extra work. The response times promised, and whether the crews and vendors in that area can really meet them.
