Service Business Manager

D2B Groups•Hartford, CT

62d•$75,000 - $85,000•Onsite

About The Position

An established organization in the equipment sales, service, and support sector is hiring a Service Business Manager to serve as the administrative, financial, and safety backbone of a single operating location. The role reports directly to the General Manager and exists to give that person a clean, current, and trustworthy read on the business at all times. This is an individual contributor position with no direct reports. Influence comes from owning the numbers, running recurring meetings, and closing the loop with corporate finance, not from managing a team. It suits someone who prefers to do the work rather than delegate it, and who takes ownership of an outcome without needing authority over the people involved.

Requirements

5+ years in business administration, office management, financial operations, or a comparable back-office role supporting an operating location.
Hands-on ownership of an AR and AP cycle, including running collection or aging review meetings with operating leadership.
Demonstrated experience with invoicing and coordination with a corporate or shared-services finance function.
Working knowledge of safety program administration — meeting facilitation, metric tracking, and incident documentation.
Strong proficiency with Microsoft Excel and comfort operating inside an ERP or business management system.
The ability to drive outcomes through influence rather than authority, and the credibility to hold a direct conversation with a customer about a past-due balance or with a colleague about a missing receipt.
High School Diploma or GED.

Nice To Haves

Background in a service, distribution, dealership, or other technical operating environment with both field and office personnel.
Experience supporting a general manager or operating leader directly.
Familiarity with OSHA recordkeeping requirements and incident reporting standards.
Associate's or Bachelor's degree in business, accounting, finance, or a related discipline.

Responsibilities

Own the invoicing process end to end — accuracy, timeliness, and follow-through until each invoice is issued and acknowledged.
Act as the location's primary point of contact with corporate finance, chasing open items to resolution rather than waiting on them.
Coordinate and run weekly accounts receivable and accounts payable review meetings — set the agenda, prepare the aging detail, drive decisions, and track the follow-ups to closure.
Work across departments to clear billing disputes, documentation gaps, and exceptions that stall the cash cycle.
Administer expense reporting — review, coding, policy compliance, and on-time submission.
Track spend against budget and flag variances early, with the context to explain what drove them.
Maintain supporting documentation and records that hold up under internal audit.
Coordinate and lead recurring safety meetings, including agenda, content, and attendance tracking.
Track and report safety metrics, maintaining the leading and lagging indicators the business is measured on.
Manage incident reporting — timely documentation, escalation to the appropriate internal parties, and follow-through on corrective actions.
Keep safety records and training documentation current and audit-ready.
Participate in recurring operations calls and own the reporting that feeds them — assembled, reconciled, and distributed on schedule.
Maintain and update required operational and financial reporting for local and corporate leadership.
Translate raw system data into a clear read on performance, rather than forwarding a report and letting others interpret it.
Serve as the General Manager's right hand on the administrative and operational side of the business, absorbing the work that would otherwise pull them away from customers and the team.
Prepare the information the GM needs ahead of internal reviews, corporate calls, and budget conversations.
Provide general administrative and operational support — vendor coordination, records management, and back-office process improvement.
Identify recurring administrative friction and fix it, rather than absorbing it.