Jewelry Repair Shop Manager

The 1916 Company•Pikesville, MD

8d•Onsite

About The Position

The Shop Manager leads the day-to-day operations of The 1916 Company's jewelry repair shop, overseeing every job from intake through completion. This role is responsible for examining and documenting incoming pieces, assigning and tracking work across the bench team, pricing and communicating repair estimates, managing vendor and inventory needs, and supporting the sales team with the technical knowledge needed to serve customers well. The Shop Manager is the shop's first line of quality control and risk management, protecting the customer's piece, the company, and the jewelers who work on it, while also helping the business identify legitimate opportunities to better care for a customer's jewelry.

Requirements

High school diploma or equivalent required.
Minimum of five years of hands-on jewelry repair or bench experience, including stone setting, sizing, and condition/risk assessment.
Strong working knowledge of gemstones, metal karats, and jewelry construction and repair techniques.
Skilled in the use of a jeweler's microscope/loupe to assess stone security and overall piece condition.
Proficient in Microsoft Excel and Salesforce, or comparable job-tracking and CRM systems.
Strong organizational skills, with the ability to manage multiple jobs, deadlines, and jewelers at once.
Clear written and verbal communication skills, including the ability to explain technical repair issues and risk to non-technical staff and customers.
Sound, consistent judgment in weighing cost, value, and risk.
Demonstrated leadership and team management skills.

Nice To Haves

Formal bench jewelry training, apprenticeship, or trade/certification program (e.g., GIA, trade school) preferred.
Prior experience leading, scheduling, or coordinating the work of other jewelers or shop staff preferred.

Responsibilities

Retrieve the job bag from the front safe at the start of each day.
Cross-reference the job list against the job bag to confirm every piece is accounted for.
Handle each job independently and separately from other jobs in progress to avoid any mix-ups.
Examine each piece against its ticket description, verifying description, metal karat, incoming size, and overall condition.
Note any chipped, abraded, or broken stones using the microscope; photograph the finding in Salesforce and note it on the ticket for the jeweler.
Review all job instructions to confirm they are clear and accurate before assigning work to a jeweler.
Examine every incoming piece under the microscope to precisely document its condition at the time of arrival, including clear photo documentation in Salesforce.
Identify hidden issues that may surface during the repair process or shortly after customer pickup, including broken or chipped stones, stone security, hidden cracks or structural damage, and any other condition issue that could affect the outcome of the repair.
Use each intake examination as an opportunity to flag legitimate additional care the piece could benefit from (beyond the immediate repair request) so the sales team can offer it to the customer as part of the estimate.
Assess risk by weighing the cost to the customer against the value of the piece and any risk to the company.
Clearly and professionally communicate risk to the sales team and, through them, to the customer before work begins.
Decline jobs when necessary, always with a clear, educational explanation for the customer and staff.
Assign each job to the jeweler best suited to it, based on skill level, expertise, current workload, and the time needed to complete the job.
Determine whether the job will be completed in-house or sent to a vendor, factoring in whether the piece is still under manufacturer or vendor warranty and whether the necessary parts are available in-house or must be sourced through the vendor.
Maintain a shared Excel file tracking every job in the shop — jeweler assigned, due date, job status, and workload.
Keep jobs sorted by date at all times so priority is always clear at a glance.
Color-code each jeweler in the Excel tracking file for quick identification.
Add an internal “out of shop” date to every ticket, set two days before the customer pickup date, so the front of house receives the piece the day before it is due.
Maintain a running, continuous Excel log of all jobs completed in the shop, tracked by date, as pieces are transferred out of the shop and placed in the front-of-house safe.
Evaluate each piece to determine what repairs are needed.
Price out the job based on parts, repair time, and cost.
Send estimate emails to the designated intake person and location — specifically the salesperson who brought the repair into the shop.
Send a status update of jobs awaiting approval on a mostly weekly basis.
Provide detailed explanations of why each repair is needed, offering options where applicable — including both immediate needs and issues the customer may encounter in the near future.
Prepare care plan estimates to bring each piece to its best possible condition.
Receive and process transfers from all 1916 Company locations for engraving or jewelry repair — move jobs in Salesforce and track their return.
Review and mark up Stuller invoices for accounting, matching each invoice to its specific repair job, and return any findings that are no longer needed.
Maintain a stock “findings” inventory so common items are always on hand for rush jobs.
Track all stock cleaning pieces — items brought in from auction or estate pieces — logging both incoming and outgoing items.
Distribute all care plan and stock repairs to the correct jeweler, using a dedicated tracking list.
Educate the sales team and after-service sales team daily, helping them understand the how and why behind shop processes.
Assist staff with customer questions and situations throughout the day, as needed.
Hold regular shop meetings to communicate important updates and gather feedback from the jewelers.
Approve PTO requests for jewelers.
Review and approve payroll hours every two weeks.
Serve as the first point of contact when jewelers are unable to come in — assess any coverage issues and adjust staffing accordingly.