A flooring general manager runs a branch: the salespeople who measure and quote, the crews who install, the warehouse and the office. The GM sets the price list for prep and extras, decides how measures are checked before flooring is ordered, and answers to the COO for callbacks, revenue per installer hour and margin.
By the HireBus team · Updated · Pay data: BLS, May 2025
Median pay, building finishing contractors · BLS, May 2025
Annual pay: 10th percentile $47,800, middle half $69,950 to $143,010, 90th percentile $203,160. Source: BLS Occupational Employment and Wage Statistics, May 2025.
Reports to
Chief Operating Officer
Department
Operations
Schedule
Weekdays 8 to 5, on call at peak · Branch office hours with some job site and client visits, longer days in peak project phases, on call for emergencies
Lead and oversee the overall home services operations with a focus on the flooring installation department. Direct multiple departments to ensure operational efficiency and timely completion of projects. Analyze and drive KPIs to promote growth, profitability, and high client satisfaction. Serve as the strategic link between clients, employees, and executive management to enhance service quality and customer experience.
2. Essential Duties and Responsibilities
Develop and implement operational strategies to improve efficiency and profitability.
Direct and coordinate the activities of flooring installer teams, ensuring adherence to company standards.
Monitor key performance indicators (KPIs) and adjust processes to meet or exceed targets.
Oversee quality control measures to ensure client satisfaction and project success.
Provide leadership, training, and support to team members, fostering a positive work environment.
3. Key Tasks / Daily Activities
Review daily progress reports to ensure projects are on schedule and within budget.
Conduct team briefings and allocate resources to maximize workforce productivity.
Interface with clients to address concerns and ensure a high level of service satisfaction.
Analyze performance metrics and develop action plans to continuously drive improvements.
4. Key Performance Indicators (KPIs)
Client Satisfaction Rating: >4.8 stars.
Callback Percentage: <5%.
Revenue per Hour: $150.
Gross Margin: ≥35%.
5. Required Qualifications and Skills
Bachelor’s degree in Business Administration, Operations Management, or a related field.
Minimum of 5 years of leadership experience in home services or related operational roles.
Strong analytical, organizational, and strategic planning skills.
Excellent communication and interpersonal skills with proven team management abilities.
6. Preferred Experience
Experience managing service-based teams, preferably within the flooring or broader home improvement industry.
Prior involvement in developing and analyzing KPIs to drive business performance.
Familiarity with project management software and ERP systems.
Demonstrated success in operational excellence and customer satisfaction improvements.
7. Physical Requirements
Ability to occasionally visit job sites and assess working conditions.
Capable of lifting up to 25 lbs when necessary for site inspections.
Comfortable working in both office and on-site construction environments.
Must be able to stand for extended periods during job site evaluations.
8. Work Environment and Schedule
Typical work schedule: Monday through Friday, 8:00 AM to 5:00 PM.
Occasional extended hours during peak project phases or emergency service situations.
Minimal travel required to project sites and client meetings.
On-call duties might be expected during critical project periods.
9. Compensation and Benefits
Salary range: $85,000 - $110,000 per year.
Potential for performance bonus based on achievement of KPIs.
Comprehensive Health, Dental, and Vision insurance packages.
401(k) plan with company match and additional fringe benefits.
10. Company Culture and Overview
We are an innovative, growth-oriented company passionate about excellence in home services.
Our culture fosters a supportive and inclusive team environment focused on personal and professional development.
We encourage creativity and continuous improvement, empowering employees to lead change.
Join us to make a tangible impact on our industry, drive success, and build lasting customer relationships.
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 flooring branch loses most of its money before or around the install: a short measure, prep nobody priced, or painted trim pulled in an old house. Those calls sit with the GM.
The measure decides the order
Every carton and roll is ordered from someone's measure. A short measure stops a crew, and a long one leaves cartons on a shelf. CRI's residential carpet standard calls a correct measure and detailed diagram essential before a job is estimated, and has carpet cut to the seaming diagram with at least 3 inches at each wall for trimming. The GM decides who measures, salespeople or measure techs, how much overage each floor type gets, and who checks the drawing before ordering. Source: The Carpet and Rug Institute: CRI 105 standard for installation of residential carpet.
The price list covers more than the floor
Leveling a slab, tearing out old floors, stairs, moving furniture, pulling toilets and hauling away old carpet all take crew time and materials. Leave them off the price list and the branch pays for them. The GM sets what is charged and what is included, and lists what estimators must look for before quoting, such as a dip in the slab or loose subfloor panels.
Painted trim in older homes brings lead rules
Pulling painted baseboard or cutting painted door casings in a pre-1978 home can turn a flooring job into a renovation under EPA's lead rule. The exemption for minor work stops at six square feet of a room's painted surfaces, and removed trim counts in full, so one room's baseboard can go over. Beyond that, the firm must be certified, a certified renovator must be assigned, and lead-safe practices apply. Alabama runs its own program, and an EPA firm certificate isn't valid there. The GM has estimators ask each home's age. Source: 40 CFR 745.83: RRP rule definitions, including minor repair and maintenance (eCFR).
In-home jobs come with the house's contents
Homeowner jobs mean moving furniture, appliances and sometimes toilets. A cracked water line behind a refrigerator or a scratched piano becomes the branch's claim. The GM decides what crews move and what the customer must clear first, which fixtures crews may disconnect and which wait for a plumber, and how existing damage is photographed before work starts.
How much flooring general managers make
The closest BLS group for flooring general managers is general and operations managers. General and operations managers who work for building finishing contractors earned a median of $99,290 a year ($47.73 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 27,890 of the 3,503,020 general and operations managers in that survey work for building finishing contractors.
The template's salary range brackets the median on this page, with a KPI bonus on top. Pay that bonus on the four template KPIs as a set, so a GM can't lift revenue per hour by rushing installs that come back.
Building finishing contractors
$99,290$99,290 median Middle half $69,950–$143,010 10th–90th $47,800–$203,160
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
Building finishing contractors
$47,800
$69,950
$99,290
$143,010
$203,160
All industries
$50,090
$72,320
$105,770
$167,280
$253,390
BLS doesn’t publish pay for flooring contractors on their own. These figures cover building finishing 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 answered for the results of a flooring branch or a store's install department
Checks a measure drawing and seam plan for waste before ordering
Prices prep, stairs, tear-out and furniture moving so each one earns its keep
Keeps a builder, a store manager and a homeowner satisfied in the same week
Reads callbacks by cause and fixes the step that failed
Teach these on the job
Your measuring software and overage rules
Your price list for prep and extras
Lead-safe certification and records for pre-1978 homes
Each store program's scheduling and survey rules
How your builders run walk-throughs and repair requests
The GM works daily in the measuring and estimating software, the branch profit and loss, and the callback log. In a final interview, hand over one of your old measure drawings and have the finalist mark what they'd order, and why.
Flooring 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 · Product callbacks
Callbacks are rising on luxury vinyl jobs from one product line. What do you do?
A strong answer: Checks installs against the maker's instructions and prep records, brings in the maker's rep, and stops selling the product if it's the problem.
Behavioral · Budgeting and course correction
Tell me about a time you set a yearly budget and had to change course partway through, such as when housing slowed or supplier prices jumped.
A strong answer: Explains the budget assumptions, the early signs they watched, such as booked jobs or margin, what they cut or shifted, and how the year ended against plan.
Before using the template's revenue per hour target, decide whose hours count: payroll installers only, or contract crews too.
Client Satisfaction Rating
Ratings from homeowners, store program surveys and builder walk-throughs, read one by one and then together each month. A strong homeowner score can hide a builder who stopped calling.
Callback Percentage
Return trips this month against installs completed, sorted by cause: install, product, subfloor, measure or damage by others. A callback the measure caused belongs to the estimator, not the crew.
Revenue per Hour
Divide the month's installed revenue by the installer hours behind it: on site, on the road, on prep and on return visits. Square-foot crews may not clock in, so log their start and finish on each job.
Gross Margin
Compare each estimator's quoted margin with the margin the job closed at. A gap that keeps showing up for one estimator, or one kind of prep, points to the price list or the measure.
Career path
Sales representativeMeasures homes, quotes floors and finds out what prep really costs.
Operations managerKeeps the branch's crews and material moving day to day.
General managerOwns the branch's measures, price list, crews and profit.
Should a flooring company install flooring the customer bought elsewhere?
Some branches do, at a labor-only price with a higher minimum. Before the crew is booked, have the full quantity plus overage delivered and checked for damage, matching lots and the maker's install guide. Put in writing that product defects are between the customer and the seller, while your company stands behind the install. Expect more callbacks when nobody on your side chose the product.
How much does a flooring general manager make?
General and operations managers who work for building finishing contractors earned a median of $99,290 a year ($47.73 an hour) in May 2025, according to the Bureau of Labor Statistics. The middle half earned between $69,950 and $143,010 a year. Pay also depends on your local market, experience and bonus terms.
Which flooring jobs should a branch walk away from?
Jobs where the subfloor needs work the customer won't pay for, the schedule leaves no time for the maker's tests and waiting periods, or the price leaves nothing for prep. A failed floor costs the branch more than the job would have earned. Give estimators the authority to walk away, and back them when they do.
Should a flooring branch sell flooring without installing it?
It can bring in cash with no crew time, but the branch then fields the calls when a do-it-yourself floor fails. Price those sales on their own, set a clear return policy for opened cartons, and train counter staff to point install questions to the maker's guide rather than giving advice on a job your crews never saw.
What does the GM template's 25-pound line look like on a flooring job?
Carrying a case of samples or a moisture test kit into a house, standing with a builder's superintendent through a final walk, and checking transitions in a subdivision still full of painters and trim carpenters. Leave the template wording alone. Your ad lists those tasks and explains how to request accommodation.
