A commercial remodeling operations manager assigns crews, tools and materials to jobs that often run at night inside open offices, stores and restaurants. They set each day's crew plan, time deliveries to each building's dock and elevator rules, and move people when a schedule shifts.
By the HireBus team · Updated · Pay data: BLS, May 2025
Median pay, commercial building contractors · BLS, May 2025
Serve as the key operational leader to drive efficiency and productivity by allocating crews, managing resources, and organizing schedules for commercial remodeling projects.
2. Essential Duties and Responsibilities
Allocate and optimize crew assignments to ensure seamless project execution.
Ensure resource availability by coordinating supplies, tools, and equipment for remodeling projects.
Organize and manage detailed project schedules to maintain strict adherence to timelines.
Collaborate with project managers and stakeholders to resolve scheduling conflicts and resource constraints.
3. Key Tasks / Daily Activities
Review daily project schedules and assign crews based on project priorities and skill sets.
Monitor on-site progress and adjust crew allocations as needed for maximum efficiency.
Communicate daily with site supervisors and crew leads to ensure clear expectations and rapid issue resolution.
Update and maintain scheduling software and resource allocation logs to reflect current project status.
4. Key Performance Indicators (KPIs)
Crew Utilization Rate: >85%.
On-Time Project Completion: ≥95%.
Material Cost Efficiency: within -5% variance of project budget.
Customer Satisfaction Rating: >4.8 stars.
5. Required Qualifications and Skills
Bachelor’s degree in Construction Management, Business Administration, or a related field, or equivalent experience.
Minimum of 5 years’ experience in operations management within the remodeling or construction industries.
Strong leadership, communication, and problem-solving skills.
Proficiency in scheduling software and project management tools.
Proven track record of optimizing crew resource allocation and improving operational efficiency.
Familiarity with local building codes, safety standards, and compliance regulations.
Experience in a fast-paced, high-volume project environment.
7. Physical Requirements
Ability to occasionally visit active job sites for on-site evaluations.
Capacity to conduct site inspections that may involve climbing ladders or prolonged periods of standing.
Ability to lift and carry materials up to 25 pounds as required.
Adaptability to occasionally work in varying site conditions such as hot, cold, or confined spaces.
8. Work Environment and Schedule
Typical work hours: Monday to Friday; 8:00 AM to 5:00 PM.
Occasional site visits outside of regular business hours to meet project demands.
Expect periodic on-call duties during critical project phases.
Dynamic work setting that includes both office and active job site environments.
9. Compensation and Benefits
Salary range: $80,000 - $100,000 USD per annum.
Performance-based bonuses and commission incentives available.
Comprehensive Health, Dental, and Vision insurance included.
401(k) plan with employer match and additional fringe benefits.
10. Company Culture and Overview
We foster a culture of innovation, collaboration, and continuous improvement.
We emphasize transparency, accountability, and a customer-centric approach.
Employee development and professional growth are at the heart of our mission.
We celebrate an inclusive environment that values diversity and creative problem-solving.
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
What changes for an operations manager in commercial remodeling
Crews often start after the tenants leave, several floors up, in buildings that have to open again by morning.
Night crews need their own light
Building lights may be off, or on timers, when a crew starts after closing. OSHA's construction rule sets minimum light while work is going on. It calls for 5 foot-candles in general construction areas and in indoor halls, corridors and exitways. Make sure each night crew carries temporary lights, or that the building engineer has agreed to leave the lights on. Source: eCFR: 29 CFR 1926.56, illumination.
Exits stay clear while people are inside
OSHA says exits must give free, open egress whenever a building is in use. They must be marked with signs that are easy to see. Nothing may stand in the way of people getting out at once in an emergency. A pallet of drywall in a corridor or a blocked stair door works against that. Plan staging areas and delivery times so material never sits in an exit path. Source: eCFR: 29 CFR 1926.34, means of egress.
Debris from upper floors follows a rule
When material drops more than 20 feet outside a building's walls, OSHA requires an enclosed chute. If debris goes down through a hole in the floor instead, the area below needs barricades at least 42 inches high, set 6 feet back from the edge above, with warning signs on each level. In a building that stays open, neither is easy to arrange, so plan carts, dumpster swaps and crew size around the slower trip down. Source: eCFR: 29 CFR 1926.252, disposal of waste materials.
The building's rules set the day
Every building sets contractor rules of its own. They cover dock hours, freight elevator bookings, quiet hours for drilling, escorts and badge lists. Log them in the schedule for every job. Then a crew never shows up to a locked dock or an elevator someone else booked.
Short jobs leave gaps in the calendar
When jobs last only a few weeks, crews finish and wait. Keep a list of fill-in work, such as small repair calls from property managers or prep for the next buildout, so carpenters don't sit idle between starts.
How much commercial remodeling operations managers make
The closest BLS group for commercial remodeling operations managers is general and operations managers. General and operations managers who work for commercial and industrial builders earned a median of $148,700 a year ($71.49 an hour) in May 2025, according to the Bureau of Labor Statistics. That’s above the $105,770 median for general and operations managers in all industries. About 32,560 of the 3,503,020 general and operations managers in that survey work for commercial building contractors.
Expect a salary with a performance bonus, and the template also lists commission incentives. The BLS group here includes general managers too, so its median runs above the template's range.
Commercial building contractors
$148,700$148,700 median Middle half $99,830–$207,480 10th–90th $64,930–$300,370
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$350k
10th–90th percentileMiddle halfMedianAnnual pay, May 2025. Source: BLS Occupational Employment and Wage Statistics.
Annual pay by percentile
Group
10th
25th
Median
75th
90th
Commercial building contractors
$64,930
$99,830
$148,700
$207,480
$300,370
All industries
$50,090
$72,320
$105,770
$167,280
$253,390
BLS doesn’t publish pay for commercial remodelers on their own. These figures cover nonresidential building construction, 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
Building one crew schedule across day and night shifts on many sites
Knowing which tradesperson fits a store, a kitchen or an office job
Working OSHA construction rules into daily plans
Clear, early calls to field supervisors and building engineers
Tracking tools, lifts and materials so nothing is left behind on a closed job
Teach these on the job
Your scheduling software and resource logs
Each building's contractor rules
Your job start and hot work checklists
Supplier accounts and delivery windows
A crew scheduling board, inside the project management software or a shared calendar, plus a log of lifts, tools and trailers by job. Some buildings run their own booking systems for docks and freight elevators, so say in the ad that working those is part of the job.
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 schedule changes
A client moves its weekend shutdown to the next weekend with two days' notice. Your crews and materials were set. What do you do?
A strong answer: Reschedules crews, checks premium costs and cancellation fees, documents for a change order, and resequences other jobs.
Behavioral · Productive hours on small jobs
Tell me about a time you got more productive hours from crews spread across many small commercial jobs.
A strong answer: Names the change (grouping jobs by area, flexible crew roles, better material staging) and the measured gain.
Don't copy the template's targets. Build yours from recent crew hours and closed jobs, and adjust them after a slow stretch.
Crew Utilization Rate
Divide the hours crews spend on job work by the hours they're paid, each week, and look at the gaps between jobs as well as the total.
On-Time Project Completion
Count jobs handed over by the date promised to the tenant or property manager, and log each delay's cause so scheduling misses show apart from client changes.
Material Cost Efficiency
Compare material spend on each closed job with the material line in its budget, and flag waste, rush freight and returns that were never credited.
Customer Satisfaction Rating
Ask the tenant and the building's property manager after turnover how the crew left the space each night, including cleanup and noise.
How should an operations manager plan a job a store allows only at night?
Count the working hours first. A shift that runs from closing to opening loses time at both ends to unloading, setup and cleanup, so size the crew and the number of nights on the hours left. Stage material in a trailer or back room the day before, keep the same crew on the job each night so nobody has to relearn the store, and agree on who from the store signs off each morning.
How much does a commercial remodeling operations manager make?
General and operations managers who work for commercial and industrial builders earned a median of $148,700 a year ($71.49 an hour) in May 2025, according to the Bureau of Labor Statistics. The middle half earned between $99,830 and $207,480 a year. Pay also depends on your local market, experience and bonus terms.
Who calls the building engineer when something goes wrong at night?
The project manager usually owns that relationship, but the operations manager should have the engineer's number and know the building's access and shutdown rules. When a night crew finds a locked room or a tripped breaker at midnight, someone has to call, and that call shouldn't wait for morning. Agree on the order of calls before the job starts.
How can you tell one operations manager is covering too many jobs?
Watch for crews showing up without material, one sub booked on two jobs at once, and field supervisors going around you to the general manager. When those happen every week, split the work. Divide it by region or by day and night shifts, or add a dispatcher to run the board.
Which physical tasks does the template's ladder, lifting and site-conditions wording cover?
Expect to climb a stepladder to look above a ceiling grid, stand through a crew's start-of-shift talk, and carry a tool case or fasteners out to the work area. Some checks mean stepping into a cramped electrical closet or ceiling space. Some visits are in an unheated shell space or a hot kitchen at the back of a restaurant. Gloves, eye protection and a hard hat come along every time.
