Regional Manager

Roberts Resorts & Communities•Austin, TX

9d•Hybrid

About The Position

About Roberts Resorts & Communities: This company operates nationally and is growing by the day. At Roberts Resorts & Communities, we're on a mission to build community and fulfill dreams. Through our core values of resourcefulness, integrity, passion, and epic customer service, we're dedicated to making a difference in the lives of 30,000 families. If you're passionate about creating meaningful impact, thrive in a culture of integrity, and are committed to delivering exceptional service, we invite you to join us in turning visions into reality and shaping a brighter future together. Position Summary: The Regtional Manager is the owner of their assigned Manufactured Community and RV Resort portfolio. This is not a caretaker role, it is a P&L-minded, numbers-driven leadership seat. The person in this seat is accountable for the financial, physical, and cultural health of every community in their area, and for holding their on-site team accountable to the same standard. If a community in this portfolio is underperforming, the Regional Manager owns the problem and owns the fix. Ideal Candidate: You Get It: Understands that manufactured housing operations is a numbers business wrapped in a people business, occupancy, NOI, and delinquency are not back-office concerns, they are daily obsessions. You Want It: Genuinely wants to lead people, hold hard conversations, and be measured publicly against a scorecard, not someone who wants a title without the accountability that comes with it. You Have the Capacity: Has the bandwidth, travel tolerance (75%), and operational maturity to run multiple communities simultaneously without losing consistency at any one of them.

Requirements

5+ years of business operations experience
Bachelor's degree, or an equivalent combination of education and experience
Comfortable operating in a detail-oriented, deadline-driven, metrics-first environment
General knowledge of property maintenance
Leadership: Sets clear expectations, inspects what they expect, develops the bench beneath them.
Strategic Thinking: Reads the numbers before they read the room; adjusts strategy based on trend, not instinct.
Communication: Delivers company direction clearly; surfaces bad news early, not late.
Problem-Solving: Owns root cause, not just symptom management.
Operational Excellence: Runs a tight, standardized, replicable operation across every community in the portfolio.

Nice To Haves

Travel tolerance (75%)

Responsibilities

Own the operational, financial, and cultural performance of the assigned Manufactured Community and RV Resort portfolio.
Be accountable for the financial, physical, and cultural health of every community within the assigned portfolio.
Hold Community Managers and on-site teams accountable for achieving company standards and performance expectations.
Take ownership of underperforming communities by identifying issues, implementing solutions, and driving measurable improvement.
Drive Financial Integrity by managing NOI performance, budget adherence, delinquency control, and Capex planning.
Maintain Physical Standards by ensuring a "Disneyland" community appearance standard through quarterly inspections and Facility Standard Reviews.
Lead People Leadership initiatives, including hiring, training, conducting weekly manager meetings, completing annual performance reviews, and holding teams accountable to established goals.
Foster an exceptional Resident & Community Experience through weekly resident activities, resident relations, feedback management, and timely response to resident concerns.
Ensure Policy & Process compliance by documenting, implementing, and enforcing MH Operations policies, manuals, and operating handbooks.
Monitor and manage weekly scorecard metrics across every community, including: NOI vs. Budget (%) — monthly and quarterly, by community; Occupancy / Fill Rate (%); Delinquency Rate — target =2% of receivables, tracked by dollars and number of delinquent residents.; Capex vs. Budget.; Invoice Approval Turnaround.; Weekly Resident Activity Completion — one activity per community every week, no exceptions.; Weekly Manager 1:1 Completion with every direct-report Community Manager.; Training Cadence — one team training each month (Teams or in-person) and one fully in-person training each quarter.
Establish 3–5 quarterly goals aligned with scorecard performance gaps or company priorities.
Develop and execute improvement initiatives such as reducing delinquency, completing Capex planning, or documenting and implementing operational processes.
Review scorecard performance and quarterly goals each week with the VP of Operations.