Service Director

Most days tend to involve a blend of operational reviews, regional or team leader check-ins, and cross-functional coordination with sales, parts, engineering, and finance. You'll often spend part of the time on performance metrics — first-time fix, response time, customer satisfaction — and part on strategic priorities like technology adoption, workforce strategy, or service contract economics.

The hardest part is often the workforce reality — service technicians and representatives are skilled, geographically distributed in many models, and operate under metrics that can pull in different directions. You'll typically partner with HR, sales, and product on retention, deal economics, and product serviceability, while still being accountable for service performance.

People who tend to thrive here are operationally rigorous, customer-oriented, and skilled at leading distributed workforces. The trade-off is the always-on nature of service work and the cumulative weight of customer outcomes. If you find satisfaction in building a service operation that customers actually trust, this role can be a strong destination in operations leadership.