Director of Construction & Engineering

CS Contract Solutions•Bedford, NH

10h•Hybrid

About The Position

CS Companies is the telecom field services partner of choice for Tier – 1 Telco Carriers, performing service, maintenance, construction, engineering, MDU and drop bury work under Bell system standards across a 24-state operational footprint. We are growing fast, and we are growing deliberately. The Director of C&E is the operational engine of the enterprise. This leader owns the performance, profitability, and scalability of a multi-state, multi-client book of business. They do not manage technicians; they build the managers who do. They do not react to chaos; they install the systems that prevent it. They do not chase client relationships; they own them at the executive level. This role is for an operator who thinks like an owner, speaks in metrics, builds leaders, and protects margin without blinking. If you are a high-performing manager looking for a stretch title, this is not your seat. If you have already run an eight-figure book, turned around broken markets, and carried a P&L across state lines, keep reading.

Requirements

Eight-figure book management. Documented ownership of a $10M+ operational book of business, including revenue accountability, margin performance, and client retention.
Financial strategy development. Proven ability to design and execute financial strategy, not simply manage a budget handed down from finance.
Labor target ownership. Track record of creating, managing, and exceeding labor targets as a percentage of revenue across variable-volume environments.
Multi-state, multi-client managerial excellence. Direct experience leading field operations across multiple states and multiple client contracts simultaneously, without quality or margin degradation.
Executive stakeholder partnership. History of working directly with C-level and principal-level stakeholders to shape and execute enterprise strategy.
Ten or more years of progressive operational leadership, with at least five years at Director level or equivalent.
Documented eight-figure P&L ownership in field services, telecommunications, utilities, construction services, or comparable multi-site operations.
Direct experience managing OSP (Outside Plant) fiber and copper operations under Bell system standards, or equivalent regulated infrastructure environments.
Experience managing relationships with Tier 1 or Tier 2 ISP, MSO, or telecom clients at the executive level.
Demonstrated success leading operations across five or more states simultaneously.
Proven financial acumen, including P&L management, margin improvement, and labor cost optimization.
Experience deploying and optimizing field operations technology platforms.

Nice To Haves

Prior experience with Frontier, Brightspeed, Fidium, Lumen, Consolidated, ALLO, or comparable ISP contract environments.
Experience scaling a field services business from $25M toward $150M in annual revenue.
Background in integrating acquisitions or standing up new regional operations from scratch.
Exposure to voice AI, advanced analytics, or operational automation initiatives.

Responsibilities

Diagnose underperforming markets quickly and lead structured turnarounds, including backlog burn-down, PIP deployment, and workforce rebalancing.
Scale operations from 20 to 60 to 200+ technicians in a market without quality collapse, leveraging systems and leadership depth rather than heroics.
Execute aggressive completion targets on work orders across simultaneous client contracts.
Stand up new markets on compressed timelines, including recruiting, tooling, compliance, and client onboarding.
Own client-facing KPIs including completion percentage, budget, and quality.
Lead Quarterly Business Reviews, performance escalations, and contract performance discussions with carrier leadership.
Defend margin while maintaining and expanding client satisfaction; refuse the false trade-off between the two.
Partner with ownership on contract amendments, rate card negotiations, and footprint expansion.
Implement and refine dispatch flow, routing logic, quality control frameworks, and reporting cadence across all states and clients.
Deploy and optimize field operations platforms (VMS, ATS, CRM-type environments) to drive visibility and accountability.
Reduce reliance on tribal knowledge and individual heroics through documented standard operating procedures.
Partner with ownership on the build-out of internal automation, voice AI, and reporting infrastructure.
Own the daily and weekly operational dashboards: completion percentage, past-due percentage, cost per job, technician productivity, and margin by client and territory.
Diagnose operational problems from data, not anecdotes. Distinguish signal from noise.
Build and enforce reporting rhythms: daily stand-ups, weekly ops calls, monthly client reviews, quarterly strategic reviews.
Partner with finance on labor percentage of revenue, cost leakage analysis, and margin-recovery initiatives.
Manage a blended workforce of W2 employees and subcontractor crews across multiple states.
Enforce compliance standards including insurance, licensing, certifications, and quality thresholds.
Negotiate rate cards and enforce performance-based accountability with subcontractor partners.
Build a vendor bench deep enough to absorb volume surges and client expansions without margin erosion.
Develop Supervisors into Managers, Managers into Regional Directors, and build succession below every key seat.
Install a consistent coaching cadence: one-on-ones, performance plans, accountability systems.
Demonstrate low personal dependency on daily fire-fighting; the measure is how the operation runs when the Director is not in the room.
Partner with ownership and HR on talent strategy, including recruiting, retention, and bench development.
Manage missed SLAs, client escalations, labor shortages, access issues, and weather events with structured, calm response.
Lead root-cause analysis and corrective action without blame-shifting or emotional reaction.
Communicate proactively with ownership and clients when conditions change; surface problems early, not late.
Own regional and national P&L performance, including revenue, cost of delivery, and contribution margin.
Drive structured margin improvement initiatives: labor optimization, routing efficiency, rework reduction, vendor rate discipline.
Understand and manage labor as a percentage of revenue, cost leakage vectors, and operational efficiency levers.
Partner with finance and ownership on forecasting, capital planning, and investment cases for new markets or capabilities.
Lead multi-market rollouts of new standard operating procedures, systems, rate structures, and client programs.
Drive adoption across resistant teams through communication, coaching, and accountability.
Measure adoption and outcome, not just activity. Declare victory only when the change holds.
Embody and enforce the CS core values: Honesty and Integrity, Attitude Over Skills, Courage Through Communication, The 3 E’s (Energy, Effort, Execution), Sharpen Your Axe.