A remodeling general manager runs the daily business across sales, design and production, and holds department heads to targets for revenue, schedule and homeowner ratings. They walk active kitchens, baths and basements to check quality and safety, and get involved when a homeowner complains.
By the HireBus team · Updated · Pay data: BLS, May 2025
Median pay, residential builders and remodelers · BLS, May 2025
Lead and oversee the remodeling division to drive operational excellence, ensure successful project outcomes, and maximize departmental performance. Provide strategic direction across multiple departments within the remodeling segment. Foster a collaborative environment that delivers high-quality customer experiences and meets business objectives.
2. Essential Duties and Responsibilities
Oversee and coordinate all remodeling projects ensuring compliance with company standards and client expectations.
Manage departmental leaders, setting clear performance targets and holding teams accountable.
Develop and implement procedures to drive efficiency and quality on all remodeling projects.
Monitor project performance metrics, adjusting strategies to meet and exceed company goals.
3. Key Tasks / Daily Activities
Conduct daily briefings with department heads to review project progress and address operational issues.
Perform regular site inspections to ensure project quality and adherence to safety protocols.
Review performance reports and KPIs to identify areas for improvement and track departmental outcomes.
Engage with customers to address concerns, gather feedback, and strengthen client relationships.
4. Key Performance Indicators (KPIs)
Project Completion Rate: 95% of projects completed on or before deadline.
Customer Satisfaction Rating: >4.8 stars on post-project surveys.
Revenue Growth: Achieve a minimum of 10% year-over-year increase in remodeling revenue.
Department Efficiency: Maintain capacity efficiency at or above 90%.
5. Required Qualifications and Skills
Bachelor’s degree in Business, Construction Management, or a related field.
Minimum of 7 years of experience in operations management within the home services or remodeling industry.
Strong leadership and team management skills with a focus on driving accountability.
Proficiency in project management software and performance analytics tools.
6. Preferred Experience
Experience working within the remodeling or construction sectors.
Prior exposure to large-scale project management and departmental coordination.
Demonstrated track record of improving operational efficiency and project outcomes.
Familiarity with regulatory and safety standards in home construction and remodeling.
7. Physical Requirements
Ability to conduct periodic site visits which may involve moderate physical activity.
Capable of moving through construction environments with adherence to safety protocols.
Occasional lifting of materials up to 25 pounds may be required.
Comfortable working in varied environmental conditions at project sites.
8. Work Environment and Schedule
Standard office hours with additional on-site visits during daytime business hours.
Occasional evenings and weekends required to address project deadlines.
Minimal travel between job sites within the region.
On-call duties during peak project phases may be necessary.
9. Compensation and Benefits
Salary range: $90,000 - $120,000 USD per year based on experience and qualifications.
Performance-based bonus structure tied to project outcomes and departmental success.
Health, Dental, and Vision insurance coverage.
401(k) plan with company match and additional fringe benefits.
10. Company Culture and Overview
Celebrate a dynamic and inclusive work environment that champions innovation and continuous improvement.
Emphasize a collaborative culture where professional growth, mentorship, and career progression are prioritized.
Foster strong community ties and customer-focused initiatives that drive excellence in home services.
Strive to balance operational success with employee well-being in an environment driven by shared success.
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's different about a GM at a remodeling company
A remodeling GM answers for the sales numbers and for finished work in homes where people live. Here is where that changes the job.
Mold work needs its own Louisiana license
Basement and bathroom demolition can uncover mold behind old drywall. Louisiana's contractor licensing board requires a mold remediation license for remediation projects worth 7,500 dollars or more. Decide ahead of time whether you'll hold that license or call in a licensed firm. Write the pause into your contract so the homeowner isn't surprised. Source: Louisiana State Licensing Board for Contractors: Types of licenses.
Every new range gets its anti-tip bracket
The CPSC notes that voluntary safety standards require makers to supply anti-tip brackets with new gas and electric ranges, and it urges that the hardware be installed. The bracket is out of sight once the range slides into place. Put it on the GM's site inspection checklist for every kitchen. Source: U.S. Consumer Product Safety Commission: Range tipover safety alert.
Check the margin before the job starts
A job sold too cheap or with a vague scope becomes a production problem later. Review each signed contract's margin and scope notes before it moves to production. Send the weak ones back to sales to sort out with the homeowner while the price can still change.
Fill the slow months on purpose
Basements and baths can be built in any season, while additions and outdoor work depend on the weather. Set sales goals by job type and month, so the backlog holds steady interior work through a Kentucky winter or around hurricane season in Louisiana.
How much remodeling general managers make
The closest BLS group for remodeling general managers is general and operations managers. General and operations managers who work for residential builders and remodelers earned a median of $105,010 a year ($50.48 an hour) in May 2025, according to the Bureau of Labor Statistics. That’s about the same as the $105,770 median for general and operations managers in all industries. About 40,030 of the 3,503,020 general and operations managers in that survey work for residential builders and remodelers.
Salary is the base, with a bonus on project results and department targets, per the template.
Residential builders and remodelers
$105,010$105,010 median Middle half $72,790–$156,380 10th–90th $52,000–$210,110
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
Residential builders and remodelers
$52,000
$72,790
$105,010
$156,380
$210,110
All industries
$50,090
$72,320
$105,770
$167,280
$253,390
BLS reports remodelers and home builders together. 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 led sales and production teams, or worked closely with both
Spots install and finish problems on a site walk
Handles an upset homeowner face to face
Holds department heads to written targets
Reads a job's margin from the estimate and change orders
Teach these on the job
Your CRM and project management software
Your quality checklist and warranty process
Your trade partners and suppliers
Your showroom and product lines
Expect daily use of the CRM for the sales pipeline and the project management system for schedules, punch lists and homeowner messages. A phone or tablet for photo notes on site walks helps the GM follow up with project managers the same day.
Remodeling 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 · Profit recovery
Revenue is on plan, but net profit is behind because two large jobs ran over. The owner wants answers. Walk me through your first two weeks.
A strong answer: Reviews job cost and change order capture, talks with the project managers, separates estimating errors from production problems, and sets fixes with owners and dates.
Behavioral · Holding leaders accountable
Tell me about a time you held a department head accountable for missing targets, such as sales close rates or production on-time finishes. What did you do?
A strong answer: Shared the numbers, agreed on causes and a plan with dates, checked in on schedule, and acted when results didn't come.
Enough to know every large job before it signs. The GM doesn't need to run sales calls, but should review pricing on big or unusual projects and sit in on the weekly sales meeting. Many production problems start as a promise made during the sale, so the GM is the person who connects the two teams.
How much does a remodeling general manager make?
General and operations managers who work for residential builders and remodelers earned a median of $105,010 a year ($50.48 an hour) in May 2025, according to the Bureau of Labor Statistics. The middle half earned between $72,790 and $156,380 a year. Pay also depends on your local market, experience and bonus terms.
What should a remodeling GM do when a job goes over budget?
First find out whether the estimate missed something or the work took longer than planned. On a fixed-price contract, the homeowner pays only for approved change orders, so the rest is the company's cost. Then act on the answer: fix the estimating template if the estimate was wrong, or coach the project manager if the job was run poorly.
Should a remodeling GM approve every change order?
No. Set a limit, and let project managers approve smaller changes using the company's price list. The GM reviews larger changes and any that move the finish date or touch the structure. Look at all change orders each month to spot jobs where the scope was sold too thin.
How often should a remodeling GM meet with department heads?
The template calls for a daily briefing. Keep it short and about problems: late jobs, unhappy homeowners and crews missing a person. Save the numbers for a weekly meeting with sales, production and the office, and review margins with the CFO once a month.
What does a remodeling GM's site inspection involve physically?
Going up and down stairs to a second-floor bath, crouching to check a toe kick or the plumbing under a sink, and carrying a box of tile or hardware in from the truck. The GM also walks through dust, noise and weather at each site. Spell these out in the posting, with the safety gear the company supplies.
