Branch Manager

The key role of the Branch Manage r is to ensure the wellbeing and safety of employees while leveraging the strengths of the overall company to achieve the highest possible returns. The manager is expected to lead with the highest level of integrity while promoting the Triple-S culture and operating within the company policies. The manager is also expected to foster an environment that allows all employees equal opportunities and regular honest and unbiased feedback on their performance.

Responsibilities :

• Business Development- Regularly communicates and works with the Regional VP to identify and capture new accounts in both the geographic area and the area of the branch expertise. The Outside Sales Representatives assigned to the branch will report directly to the Branch Manager. The Branch Manager will develop strategic plans to go the market.
• Sales – See top customers periodically as necessary to address issues appropriate to his / her responsibilities as Branch Manager.
• Quality – Ensures plant and equipment is clean, maintained and organized. Does so by regularly walking the plant and communicating with employees. Coordinates with VP of quality on metrics to improve quality.
• Productivity – Ensures a productive workforce. Uses relevant and consistent metrics to measure (i.e. financials, pick count, OT reports, production reports, etc.) as designed and directed by the CFO.
• P&L – Manager is responsible for the profitability of the branch and the productive and safe use of the branch assets.
• Credit – Must operate within the AAM for credit approval, including documenting rationale when exercising authority. Coordinate with Credit Manager to nurture team credit decisions.
• Profit Sharing Meetings – Conducts quarterly town hall meetings and communicates branch performance and market conditions with branch employees.
• Best practices – Adopts best practices with other branches when possible to bring about continuity throughout the organization.
• Safety of all employees - Includes active participation in the Corporate Safety committee monthly meetings. Coordinates with Operations Manager and Corporate Safety Director on metrics to improve safety.
• HR and Performance Management– Coordinates with local managers to ensure every employee in the branch is provided with well thought-out performance appraisals and goal setting sessions which allows for fair two-way feedback. Manager must sign off on all evaluations.
• Coordinates with HR manager to ensure compliance within company policies and most relevant HR laws. Compensation changes for employees must be within corporate guideline budgets.
• Inventory – Must manage total inventory under management within the limits established by the General Manager consistent with industry lead times and anticipated customer demand. Uses appropriate tools to forecast inventory levels to avoid surprises and / or warns management in advance of problems. The manager will be responsible for coordination of purchasing between branch and regional buyers.
• Expense management – In accordance with annual financial plan and AAM approves all expenses of the branch and uses prudence and good judgment. Draws upon corporate buying programs and ensures good communication before approving large expenses.
• Capex – Operates within annual or special budget allocations. Draws upon corporate buying programs and ensures good communication before approving large expenses. Relies on HQ for help in negotiations or delegates to HQ for purchase. (i.e. VP Operations in HOU purchases all burning machines).
• Hire / Fire – Has authority to hire personnel within the budgets adopted and approved by management. Ensures that company hiring policy (reference and background checks) are adhered to. Has authority to terminate within the guidelines of corporate HR department. Should seek guidance from HR Department in performance related issues prior to termination versus egregious violations of company policies.
• Company interest over branch interest - When making decisions, chooses what is in the best interest of the company ahead of what is best for the branch.
• May have other assignments which overlap with other branches. Works as a team.

Qualifications :

Education and Experience :

Knowledge / Skills / Competencies :