Siding company chief executive officer job description
A siding company CEO decides which homes, storm markets and big projects the company goes after, and how much vinyl, fiber cement and wood it sells. They hire the leaders who run sales and crews, answer to the owners on profit and cash, and keep the state registration and safety record clean.
By the HireBus team · Updated · Pay data: BLS, May 2025
Median pay, specialty trade contractors · BLS, May 2025
Lead the strategic direction and overall management of the company’s siding and exterior cladding division. Set the vision, secure high-value projects, and ensure the division operates at peak profitability. Drive sustainable growth while upholding quality standards and customer satisfaction.
2. Essential Duties and Responsibilities
Develop and implement strategic plans to align with overall business objectives.
Acquire major siding and exterior cladding projects through relationship building and market analytics.
Oversee operational and financial performance to ensure profitability and efficient resource management.
Provide leadership to senior managers and inspiring company-wide collaboration.
Maintain strong relationships with key stakeholders, including clients, suppliers, and partners.
3. Key Tasks / Daily Activities
Conduct high-level meetings with prospective clients and industry partners.
Review and approve project proposals, budgets, and performance reports.
Monitor market trends and competitor activities to inform strategic decisions.
Collaborate with the executive team to refine business tactics and operations.
Represent the company at industry events, trade shows, and community engagements.
New Project Acquisition Rate: Secure at least 3 major projects per quarter.
Gross Margin Percentage: Maintain a minimum gross margin of 35%.
Customer Satisfaction Rating: Achieve >4.8-star ratings through client feedback.
5. Required Qualifications and Skills
Bachelor’s degree in Business Administration, Construction Management, or related field.
Minimum of 10 years of executive leadership experience in the home services or construction industry.
Proven track record in strategic planning, financial management, and business development.
Excellent communication, negotiation, and leadership skills.
Strong analytical and problem-solving capabilities.
6. Preferred Experience
Prior experience in the siding, exterior cladding, or specialized construction industries.
Demonstrated success in scaling business operations in a competitive market.
Experience working with or reporting to a board of directors.
Established network within the construction and home services sectors.
7. Physical Requirements
Ability to travel frequently to job sites, client meetings, and industry events.
Capacity to occasionally lift materials or equipment up to 25 lbs when necessary.
Flexibility to work in varied environmental conditions at project sites.
Adequate visual and auditory acuity for reviewing reports and overseeing operations.
8. Work Environment and Schedule
Typical work hours are Monday to Friday, 8:00 AM – 6:00 PM.
Availability for occasional after-hours meetings and industry events.
Regular travel required for client meetings, project site evaluations, and conferences.
Office-based work with periodic visits to external sites.
9. Compensation and Benefits
Competitive salary range: $150,000 - $250,000 USD per year commensurate with experience.
Performance-based bonuses tied to revenue growth and project acquisition targets.
Health, Dental, and Vision insurance coverage provided.
401(k) with company match and additional fringe benefits available.
Opportunities for professional development and executive training programs.
10. Company Culture and Overview
Our company is dedicated to innovation, growth, and excellence. We believe in fostering a collaborative environment where every team member is empowered to contribute to our success. We value transparency, commitment to quality, and a strong work ethic that positions us as a leader in the siding and exterior cladding industry.
We are passionate about creating sustainable change and helping our employees level up professionally while delivering exceptional customer service.
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
Storms decide part of the sales calendar, and state boards hold the company's right to work. The CEO's calls on markets, projects and growth land on both.
Storm years can hide a weak sales engine
After a hail or wind season, leads come in faster than the sales team can run them, and those years don't come every year. Have the CEO track storm work and retail re-sides as two lines, each with its own lead count and close rate. Hire managers for the retail line, and meet storm peaks with overtime and temporary help you can scale back when the claims slow down.
Big projects come from associations and builders
The template asks for major projects every quarter. In a homeowner business, those are usually condo and townhome associations re-siding whole buildings, property managers and builders. They bring bid deadlines, board votes, longer payment terms and sometimes bonds. Decide how much of the backlog can sit in that work before it crowds out the retail jobs that keep crews busy week to week.
In Rhode Island, the registration follows the owners
Rhode Island bars a contractor from offering, bidding on or doing work on a structure without a current registration. A company registers with a named person who is jointly liable for its violations. Discipline on one registration may affect others the same company or person holds, and it can be grounds to refuse future registrations to any business sharing a principal or designee. Discipline here can follow the owners into their next company. Source: R.I. Gen. Laws § 5-65-3: Registration required of contractors.
Growth past 100 people adds injury reporting
Under OSHA's recordkeeping rule, a construction establishment employing between 20 and 249 people must send its yearly injury summary online. Siding contractors sit in NAICS 2381, which OSHA also names for a wider rule: once one establishment reaches 100 employees at any point in a calendar year, the next year it must also send the case details from its injury log and incident reports. Both are due by March 2. Know where a hiring push puts each location. Source: 29 CFR 1904.41 and Appendices A and B: Electronic submission of injury records (eCFR).
How much siding company chief executive officers make
The closest BLS group for siding company chief executive officers is chief executives. Chief executives who work for specialty trade contractors earned a median of $169,170 a year ($81.33 an hour) in May 2025, according to the Bureau of Labor Statistics. That’s below the $213,990 median for chief executives in all industries. About 3,830 of the 204,350 chief executives in that survey work for specialty trade contractors.
The bonus in this template rides on revenue growth and new project wins. Put gross margin into the formula as well, so a storm year's volume alone doesn't pay out.
Specialty trade contractors
$169,170$169,170 median Middle half $100,570–$283,340 10th–90th $69,930–$386,670
All industries
$213,990$213,990 median Middle half $129,540–$356,200 10th–90th $75,700–$507,730
10th–90th percentileMiddle halfMedianAnnual pay, May 2025. Source: BLS Occupational Employment and Wage Statistics.
Annual pay by percentile
Group
10th
25th
Median
75th
90th
Specialty trade contractors
$69,930
$100,570
$169,170
$283,340
$386,670
All industries
$75,700
$129,540
$213,990
$356,200
$507,730
BLS counts too few chief executives at structure and exterior contractors for a steady figure, so these figures cover specialty trade contractors. 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 a home improvement or construction company and answered for its profit
Reads job costing by product line and can explain why margin moved
Has built or rebuilt an in-home sales team and knows how leads become signed contracts
Hires leaders over sales, production and the office, and holds them to their numbers
Keeps registrations, insurance and safety records in good standing in every state served
Teach these on the job
The install differences between vinyl, fiber cement and wood
Your makers' warranty and contractor programs
Bid steps and board approvals at condo and townhome associations
Your CRM, measuring reports and proposal software
Registration rules in a market you plan to enter
Expect the CEO to live in the CRM and the job cost reports, not the scheduling board. Aerial measuring reports such as Hover or EagleView, the in-home proposal app, and a monthly view of leads, close rate, backlog and margin by product are the core.
Siding company chief executive officer 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 · Shifting the material mix
Fiber cement and engineered wood are growing in your market, and your crews mostly know vinyl. How do you decide what to do?
A strong answer: Looks at demand and margins, training and certification needs, dust control requirements for fiber cement, tools, manufacturer relationships and warranty programs, then phases it in with measures.
Behavioral · Hiring a production leader
Tell me about the hardest production or operations leader hire you made, such as someone to run sub crews and callbacks.
A strong answer: Names the gap with numbers, such as callbacks or days from contract to start, tested candidates with a job-file review or crew visit, handed off authority in stages and shows what changed.
Read the template's targets as examples. Before the first review, reset each one from your own recent jobs, with storm years on a separate line.
Annual Revenue Growth
Set installed revenue against last year's, broken out by storm work, retail re-sides and association or builder projects, so one hail season doesn't pass for growth.
New Project Acquisition Rate
Write down what counts as a major project before the year starts, by contract size or number of buildings, then count the signed contracts that meet it each quarter.
Gross Margin Percentage
Take installed revenue minus materials, crew labor, subcontractors, disposal and permits on every job, and total it by product line so a weak fiber cement margin can't hide inside vinyl.
Customer Satisfaction Rating
Average the star ratings from every finished job's follow-up request and your public review pages, and read the low ones with the sales and production leaders each month.
Career path
Sales representativeRuns in-home appointments and learns how homeowners choose siding and weigh price.
Sales managerBuilds the sales team and owns lead flow, close rate and contract quality.
General managerRuns sales, production and the office and answers for the profit.
Chief executive officerSets markets, product mix and capital plans and reports to the owners.
Other roles in a siding & exterior cladding business
What do the template's travel and physical lines ask of a siding CEO?
They describe tasks. The CEO drives to job sites, client meetings and trade shows, walks around a house with a rep or an association's board, and now and then lifts a box of brochures or a few sample boards, 25 pounds at most. Those walk-arounds go ahead in rain or sun. Reading reports and following meetings is what the vision and hearing line covers. Make reasonable accommodations available and say so in the ad.
How much does a siding company chief executive officer make?
Chief executives who work for specialty trade contractors earned a median of $169,170 a year ($81.33 an hour) in May 2025, according to the Bureau of Labor Statistics. The middle half earned between $100,570 and $283,340 a year. Pay also depends on your local market, experience and bonus terms.
Should a siding company add roofing or windows?
It can make sense, because the same homeowner, the same in-home sale and often the same storm drive all three. Add a line only when you have a leader for it and crews with that trade's skills. A new trade changes your insurance, safety plan and warranty exposure, and states may treat it as a separate specialty, as South Carolina does for roofers. South Carolina adds a roofing rule. If insurance pays for the roof, the homeowner may cancel until midnight on the fifth business day after the insurer says in writing that part or all of the claim isn't covered. Track the new line's margin on its own.
Should a siding CEO still go on sales calls?
A few, on purpose. Riding along on in-home appointments shows the CEO what homeowners push back on, how reps present price and whether the proposal matches what production can build. The risk is the CEO becoming the company's best closer, which leaves the sales manager without authority. Ride along, debrief with the manager afterward, and let the rep run the appointment.
Our siding company has no board. Does the template's board line matter?
It's a preferred item, so it shouldn't screen anyone out. What you want is a CEO who reports well: a monthly owner meeting with the same short set of reports, a yearly budget the owners approve, and written limits on what the CEO can sign, borrow or spend without asking. Someone who has answered to a board usually works that way already. Ask finalists to bring an owner report they wrote.
