Property preservation general manager job description
A property preservation general manager runs the teams that take a work order from intake to a paid bill: dispatch, crews, bids and quality checks. They keep clients posted, follow city and investor rules for empty homes, and answer for on-time work, callbacks and margin.
By the HireBus team · Updated · Pay data: BLS, May 2025
Median pay, building services companies · BLS, May 2025
The General Manager is a visionary leader responsible for overseeing all facets of property preservation operations. This role directs multiple departments, ensures operational excellence by monitoring KPIs, and consistently meets client expectations, particularly in managing foreclosures and other critical asset preservation activities.
2. Essential Duties and Responsibilities
Oversee and manage operational departments to ensure seamless service delivery.
Develop and implement strategic plans to optimize property preservation processes.
Monitor and evaluate key performance indicators to maintain high operational standards.
Ensure compliance with industry regulations and client expectations in foreclosure management.
Collaborate with senior leadership to align departmental goals with overall business objectives.
Drive continuous improvement initiatives to enhance process efficiency and customer satisfaction.
3. Key Tasks / Daily Activities
Conduct daily meetings with department heads to review performance and address issues.
Analyze operational data to make informed decisions on resource allocation.
Oversee scheduling, maintenance, and quality control for preservation projects.
Engage with clients to provide updates, resolve concerns, and ensure satisfaction.
Review and update process documentation and compliance procedures.
Coordinate with cross-functional teams to optimize workflow and execution.
4. Key Performance Indicators (KPIs)
On-time work order completion rate: >95%.
Client satisfaction rating: >4.8 stars on surveys.
Reduction in service callback rate: <5%.
Gross margin on preservation projects: ≥30%.
Efficiency in foreclosure processing: improvement of 20% year-over-year.
5. Required Qualifications and Skills
Bachelor’s degree in Business Administration, Operations Management, or a related field.
Minimum of 7 years of progressive management experience in property preservation or a home services industry.
Strong leadership and team-building abilities with excellent interpersonal skills.
Proficient in data analysis, budgeting, and strategic planning using modern management tools.
Excellent communication skills and a customer-centric approach.
6. Preferred Experience
Experience managing cross-functional teams in the property preservation or real estate sector.
Proven track record in managing operations for foreclosure services.
Background in developing and implementing performance improvement initiatives.
Familiarity with industry-specific compliance and regulatory requirements.
Experience in client relationship management and stakeholder communication.
7. Physical Requirements
Ability to move around and conduct on-site inspections as necessary.
Capability to lift up to 25 pounds when required.
Occasional exposure to varying weather conditions during field visits.
Frequent use of computers and mobile technology in an office and field environment.
8. Work Environment and Schedule
Typical work hours are Monday through Friday from 8:00 AM to 5:00 PM with flexibility for extended hours.
Some travel is required between operational sites and client locations.
Office environment complemented by field visits to project sites.
Occasional on-call duties for urgent property preservation issues.
9. Compensation and Benefits
Salary range: $90,000 - $120,000 USD per annum.
Performance-based bonus structure tied to departmental KPIs.
Comprehensive benefits package including health, dental, and vision insurance.
401(k) plan with company match and additional fringe benefits.
10. Company Culture and Overview
At [INSERT COMPANY NAME HERE], we pride ourselves on fostering an environment of growth, inclusivity, and innovation. Our company is dedicated to empowering our employees, recognizing achievements, and supporting career development to drive both personal and organizational success. We believe in a collaborative approach that values every team member's contribution, ensuring we deliver exceptional service to our clients and stakeholders.
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].
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What makes a preservation general manager's job different
Every general manager runs departments and answers for results. In preservation, the homes sit empty, and both the law and the client decide what crews may do there.
A tenant changes the order
A renter in a home in foreclosure turns a vacant-home job into something else. In Illinois, a lender or sale buyer that takes control of the home generally has to give a renter with a bona fide lease at least 90 days' written notice to end it, and a lease with a set term usually runs to its end date. Notices belong to the client's lawyers. Send every occupied-home report to the client the same day, and have the crew leave the house as it found it. Source: Illinois General Assembly: 735 ILCS 5/9-207.5, termination of bona fide leases in foreclosure.
Cities keep their own calendar
Chicago is one example. A vacant building there must be registered within 30 days. Its openings must be secured, and it must be insured and visited regularly. The registration is renewed every six months and dropped within 20 days of a sale, reoccupancy or demolition. Keep each home's dates next to its work orders so crews and the client know what the city expects. Source: City of Chicago Department of Buildings: Vacant buildings FAQ.
Bids decide the margin
Work outside a client's flat price, such as a roof tarp or a replaced window, waits on an approved bid. Bids that sit unanswered keep a house open and a crew idle. Track approval time and approval rate by client, and coach estimators to send the measurements and photos that answer a reviewer's questions the first time.
Scorecards decide next month's orders
Servicers and national vendors grade their vendors on speed, photo rejections and callbacks. Better scores get more orders. Read each scorecard the week it arrives. Trace every miss to the team that caused it, and fix the cause before the next scoring period.
How much property preservation general managers make
The closest BLS group for property preservation general managers is general and operations managers. General and operations managers who work for building and home services companies earned a median of $82,580 a year ($39.70 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 74,770 of the 3,503,020 general and operations managers in that survey work for building services companies.
GM pay here is mostly salary, plus a bonus when departments hit their deadline and margin goals.
Building services companies
$82,580$82,580 median Middle half $60,290–$118,560 10th–90th $45,720–$164,990
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 services companies
$45,720
$60,290
$82,580
$118,560
$164,990
All industries
$50,090
$72,320
$105,770
$167,280
$253,390
BLS doesn’t publish pay for property preservation companies on their own. These figures cover services to buildings and dwellings, 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
Running intake, dispatch, field work and quality control as one process
Reading margin by client portfolio
Prompt, plain updates to vendor managers and asset managers
Writing procedures for occupied, damaged or unsafe homes
Hiring and coaching department heads
Teach these on the job
Each client's bid rules and approval portal
Local vacant building and code programs
HUD conveyance and allowable rules
Your work order platform's reports
Repair pricing for roofs, windows and plumbing in your area
The GM's day runs through work order reports, each client's portal and scorecard, and the bid log. Tell candidates which platform you use and if the GM signs off on bids or only reviews them.
Property preservation 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 · Client probation
A client puts you on probation after a bad scorecard month. What do you do?
A strong answer: Finds the root causes, writes a corrective plan with owners and dates, monitors daily and updates the client.
Behavioral · Aligning departments
Tell me about a time intake, field and billing teams were working against each other. How did you get them aligned?
A strong answer: Found where the handoffs broke, set shared targets like on-time completion and clean submissions, and held a short daily check-in until it stuck.
Each template target is a sample. Set yours from each client's scorecard history and your margin by order type, and check progress when department heads meet each week.
On-time work order completion rate
Count orders closed in the client's portal before their deadline, per client and per department, using the portal's own timestamps.
Client satisfaction rating
Collect survey scores from vendor managers and asset managers along with scorecard comments, and follow them by client and region over time.
Reduction in service callback rate
Divide orders the client sent back for rework or a return trip by orders completed. Compare with the same months last year, sorted by reason.
Gross margin on preservation projects
Subtract crew, subcontractor, disposal and materials costs from approved invoice totals for each project type, counting chargebacks in the month they post.
Efficiency in foreclosure processing
Measure average days from order receipt to approved invoice for each order type, and compare it with the same period a year earlier.
What do the GM template's lifting and weather lines mean in practice?
They cover the checks this manager makes in person. That means walking through empty houses and lots in any season and going down basement stairs to look at a sump pump. It also means carrying a lockbox kit or camera bag of up to 25 pounds. A candidate who needs another way to handle the basement or yard checks can raise it, and you can work out the fix together.
How much does a property preservation general manager make?
General and operations managers who work for building and home services companies earned a median of $82,580 a year ($39.70 an hour) in May 2025, according to the Bureau of Labor Statistics. The middle half earned between $60,290 and $118,560 a year. Pay also depends on your local market, experience and bonus terms.
What should crews do when a former owner shows up at the house?
Stop work, stay polite and step away without arguing. The crew calls the office, and the office contacts the client right away for direction. Write down what was said, and photograph the house as the crew left it. Disputes often start over a changed lock or missing belongings, so a clear record protects the company more than winning the argument.
Who should a preservation GM hire first when a large new client signs?
Start with an order coordinator and a photo reviewer before adding crews. A new client brings a new portal, new codes and new photo rules, and errors cost the most in the first months, while the client decides whether to send more. Add field capacity once orders are flowing cleanly through the office.
When does a preservation company need a second general manager?
Add one when your markets sit too far apart for one person to see each region's crews and clients often. A large client asking for a named local contact is another sign. Split by region rather than by client, since crews, trucks and dump sites are shared inside a region.
