Junk removal branch general manager job description
A junk removal branch general manager runs one market as its own business: revenue, profit, crews, trucks and local reputation. The GM hires and coaches the team, keeps trucks booked and on time, settles the complaints that reach the branch, and makes sure local business accounts get the service they were promised.
By the HireBus team · Updated · Pay data: BLS, May 2025
Median pay, waste collection companies · BLS, May 2025
Serve as the P&L owner for the local market, driving profitability, operational excellence, and customer satisfaction. Lead and manage teams by hiring, training, and motivating staff to achieve optimum performance and compliance with company standards. Oversee daily operations, sales, and service delivery in the junk removal sector, ensuring seamless execution from customer acquisition to service fulfillment.
2. Essential Duties and Responsibilities
Develop and execute strategic plans to meet revenue and profitability targets.
Hire, train, supervise, and evaluate team performance while fostering professional development.
Manage daily operations ensuring high standards in service delivery and customer satisfaction.
Monitor and control operational expenses, schedules, and resource allocation to achieve budgetary goals.
Ensure compliance with company policies, industry regulations, and safety standards.
3. Key Tasks / Daily Activities
Review financial reports and KPIs to determine business performance and areas for improvement.
Conduct team meetings to align daily objectives and provide clear direction on tasks and customer service initiatives.
Oversee scheduling, routing, and on-site operations to ensure timely and efficient service delivery.
Engage with customers to resolve service issues and gather feedback for continuous improvement.
Collaborate with sales and marketing teams to drive local market campaigns and generate new business leads.
4. Key Performance Indicators (KPIs)
Revenue per branch: Achieve a minimum revenue of $150,000 per quarter.
Customer Satisfaction Rating: Exceed a rating of >4.8 stars on post-service surveys.
Callback Rate: Maintain a callback rate of <5% for service-related issues.
Operational Gross Margin: Attain and sustain a gross margin of 35% or higher.
5. Required Qualifications and Skills
Bachelor’s degree in Business Administration, Operations Management, or a related field.
Minimum of 5 years of experience in general management, preferably in a service or operations-driven environment.
Excellent leadership, communication, and interpersonal skills.
Strong financial and analytical skills to manage P&L statements, budgets, and forecasts.
Proficiency in standard business software and familiarity with CRM and ERP systems.
6. Preferred Experience
Proven experience in the junk removal or home services industry.
Background in sales and operations management with a focus on customer-centric service delivery.
Experience implementing process improvements and driving efficiency in a multi-team environment.
7. Physical Requirements
Ability to occasionally lift and move items weighing up to 50 lbs as needed.
Comfortable working in varied field conditions including outdoor work and occasional inclement weather.
Adaptability to work in environments that may include confined spaces, such as storage areas or customer properties.
8. Work Environment and Schedule
Full-time position with a typical schedule from Monday to Friday, 8 AM to 6 PM.
Occasional weekend responsibilities during peak periods or special events.
Minimal travel requirements within the local market area.
On-call availability may be required to address urgent operational issues.
9. Compensation and Benefits
Competitive salary range between $75,000 - $95,000 USD per annum.
Eligibility for performance-based bonuses and commission structures tied to branch profitability.
Comprehensive benefits including Health, Dental, and Vision coverage.
Retirement savings plan (401k) with company matching.
Additional fringe benefits such as paid time off, professional development opportunities, and employee discounts.
10. Company Culture and Overview
Our company fosters a growth-oriented and inclusive culture, encouraging innovation, teamwork, and continuous improvement.
We are committed to supporting our employees in achieving their full potential through mentorship and clear career advancement pathways.
Our mission is to deliver exceptional service and value to our customers while maintaining a supportive work environment that prioritizes professional and personal growth.
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
The branch GM is the closest thing to an owner in each market. In junk removal, that means local licenses, local disposal sites and local crews, on top of the profit target.
Hauler licenses are local
Cities and counties may license waste haulers, and junk can count as waste. Denver, for one, requires a license for every solid waste hauler collecting in the city, counts junk and bulky items as solid waste, renews licenses each year by March 1, and wants tonnage reports every quarter. The GM confirms what each city and county in the market requires before the trucks roll. Source: City and County of Denver: Waste hauler licensing.
Quotes decide the margin
Crew leaders quote each job on site, so a branch's margin depends on dozens of small pricing calls a day. The GM watches the average ticket and revenue per truck day by crew, rides along with leaders whose numbers drift, and catches habit discounts before they spread through the branch.
Keeping crew leaders through the slow months
Crew leaders price jobs at the door and handle the money, so losing one costs a branch more than losing a loader. Keep your best leaders on steady hours when work thins out, track turnover by crew, and ask everyone who quits why. One leader who drives people off can leave the branch a truck short when the busy season starts.
Callbacks cost a whole trip
A return visit for a missed item or debris left at the curb brings in nothing and takes a truck off paid work. The GM reviews each callback with the crew leader who ran the job and fixes the habit behind it, such as skipping the last walk-through with the customer before the truck pulls away.
A quarterly target in a seasonal trade
The template's revenue goal is set by quarter, and quarters aren't equal. Spring cleanouts and summer moves fill the board, while storms, snow and holidays thin it. The GM plans local marketing for the slow months and leans on the company's business accounts to keep trucks working through them.
How much junk removal branch general managers make
The closest BLS group for junk removal branch general managers is general and operations managers. General and operations managers who work for waste collection companies earned a median of $99,070 a year ($47.63 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 6,290 of the 3,503,020 general and operations managers in that survey work for waste collection companies.
Salary plus a bonus and commission tied to branch profit, as the template lists. BLS counts general managers of whole companies in this code, so a GM running one branch of a junk removal company will usually sit below the median shown.
Waste collection companies
$99,070$99,070 median Middle half $74,290–$136,520 10th–90th $50,920–$202,350
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
Waste collection companies
$50,920
$74,290
$99,070
$136,520
$202,350
All industries
$50,090
$72,320
$105,770
$167,280
$253,390
BLS doesn’t publish pay for junk removal companies on their own. These figures cover waste collection, 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 P&L for a service location or market
Hires and keeps crew leaders and loaders through busy seasons
Handles upset customers on the phone and in person
Keeps local business accounts and referral sources coming back
Spots a drift in job and truck numbers and fixes it within the week
Teach these on the job
Your on-site pricing guide
Local disposal, donation and recycling sites
Your CRM and routing software
Your safety and waste handling rules
Company SOPs for booking, loading and closeout
The GM works in your CRM, the routing tool, the monthly branch P&L from accounting, and the review sites customers use in that market. Tell candidates the market, the number of trucks and crews, and whether the role carries a sales goal.
Junk removal branch 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 · Competitive response
A well-funded competitor opens in your area with lower prices and heavy ad spending. How do you respond?
A strong answer: Doesn't cut prices across the board; finds where the branch is losing (lead source, job size, close rate), protects partner and commercial accounts, pushes fast response and reviews, and tests targeted offers on slow weekdays.
Behavioral · Holding standards
Tell me about a time you had to let go of a good performer who broke a safety or honesty rule.
A strong answer: Followed policy consistently, documented it and explained the decision to the team.
Base the branch's targets on its own past quarters and local costs, and agree on them with the director of operations before the quarter starts.
Revenue per branch
Completed revenue for the quarter from your job software, compared with that quarter a year ago. Read it with job count and average ticket to see what drove the change.
Customer Satisfaction Rating
Post-service survey ratings for the branch by crew and job type, read weekly. Call back every low score yourself and log what you learned.
Callback Rate
Return trips for service problems divided by completed jobs, from job records. Note the cause of each one and go over them with crew leaders weekly.
Operational Gross Margin
Revenue minus crew labor, disposal fees, fuel and truck costs for the branch, monthly. Compare disposal cost per load across crews to catch poor sorting.
Career path
Field supervisorVisits job sites and coaches crew leaders on quality.
Operations managerRuns the branch's trucks, schedule and crews day to day.
Branch general managerOwns the market's profit, people and reputation.
Does a junk removal branch need both a GM and an operations manager?
Not at first. The operations manager runs the daily work: trucks, crews, routes and the schedule. The GM owns results, including sales, local marketing, hiring decisions and profit. In a small branch one person covers both. Add an operations manager once the GM spends most days on the dispatch board instead of growing the market.
How much does a junk removal branch general manager make?
General and operations managers who work for waste collection companies earned a median of $99,070 a year ($47.63 an hour) in May 2025, according to the Bureau of Labor Statistics. The middle half earned between $74,290 and $136,520 a year. Pay also depends on your local market, experience and bonus terms.
Does a junk removal GM need to have worked on a truck?
Field time earns crew respect and teaches how a pile turns into a price. Good GMs also come from retail, restaurant or sales management. Whatever the background, have a new GM ride with crews for the first few weeks to learn how loads are sized, sorted and quoted.
Who looks after business accounts in a branch, the GM or business development?
Business development wins the account and sets its rates and terms. The GM makes the branch deliver on them: crews show up inside the window, each bill carries what the account expects, and a problem gets a call the same day. When an account's jobs keep losing money, the GM brings the numbers to business development so the terms can change.
Is a junk removal branch GM on call?
Sometimes. The template lists on-call time for urgent problems, such as a truck breakdown with a full load or a crew injury. Saturday work comes up in peak months, when weekend slots fill first and the branch needs a manager reachable.
