Description

JOB TITLE: Director of Estimating
REPORTS TO: VP of Business Development
DIRECT REPORTS: None
TRAVEL: None
FLSA: Exempt
JOB TYPE: Full Time
GENERAL SUMMARY
The Director of Estimating leads Elite Team Offices' estimating function across all branches and markets, building a high-performing team, standardizing processes, improving bid accuracy and productivity, and managing capacity. The role ensures Elite pursues the right projects, customers, and margins while owning the estimating process from opportunity qualification through bidding, award, and turnover to Operations. Working closely with Business Development, Branch, Operations, and Executive Leadership, the Director supports profitable growth, estimating discipline, and professional customer experience
CORE AREAS OF RESPONSIBILITY
1.
Estimating Leadership
2.
Estimating Process Ownership
3.
Bid Selection & Go/No-Go
4.
Estimating Accuracy & Margin Protection
5.
Estimating Capacity & Bid Protection
6.
Pipeline & Backlog Support
7.
Business Development Partnership
8.
Estimating technology & Systems
9.
Vendor & Subcontractor Pricing
10.
Estimating-to-Operations Handoff
REQUIRED KNOWLEDGE, SKILLS AND ABILITIES
1.
Landscape estimating
2.
Plan/spec review
3.
Labor & production estimating
4.
Material & equipment pricing
5.
Subcontractor management
6.
Bid leveling
7.
Scope development
8.
Value engineering
9.
Contract & risk review
10.
Budgeting
11.
Estimating software
12.
CRM & pipeline management
13.
Financial & margin analysis
14.
Team leadership & development
EDUCATION AND EXPERIENCE
•
10+ years of construction estimating or preconstruction experience.
•
5+ years of estimating leadership or management experience.
•
Landscape construction experience strongly preferred.
•
Experience managing multiple estimators and/or multiple geographic markets.
•
Strong knowledge of commercial construction bidding.
•
Experience working with general contractors, public agencies, developers, and large commercial projects.
KEY PERFORMANCE INDICATORS
Production
• Bid volume
• Bid dollars submitted
• On-time bid completion %
• Estimating turnaround time
• Estimator productivity
• Estimating capacity/utilization
Sales & Conversion
• Overall bid hit rate
• Hit rate by customer
• Hit rate by estimator
• Hit rate by branch
• Hit rate by project type
• Finalist conversion rate
• Awarded contract value
Financial
• Estimated gross margin
• Awarded gross margin
• Estimated vs. actual gross margin
• Labor estimate vs. actual
• Material estimate vs. actual
• Major estimating variance trends
Strategic
• Average project size
• Percentage of estimating resources spent on qualified opportunities
• Repeat-customer win rate
• Strategic-account win rate
• Backlog generated from estimating activity
• Qualified pipeline supported
LEADERSHIP EXPECTATIONS
• Think beyond individual estimates and manage the overall estimating organization.
• Hold estimators accountable while developing their capabilities.
• Communicate problems early.
• Challenge assumptions when necessary.
• Protect company margins.
• Maintain strong relationships with Operations and Business Development.
• Use data rather than opinion to evaluate estimating performance.
• Continuously improve estimating processes.
• Build scalable systems that support company growth.
AUTHORITY & ACCOUNTABILITY
• Assign and prioritize estimating resources.
• Recommend Go/No-Go decisions.
• Require estimates to be corrected or reviewed before submission.
• Establish estimating standards and procedures
• Hold estimating personnel accountable for performance.
• Recommend hiring, promotion, training, and performance actions.
• Escalate project risks or margin concerns to executive leadership.
• Recommend changes to estimating technology, staffing, and processes.
SUCCESS IN THIS ROLE
• The company should know at any given time:
• What opportunities are being estimated.
• Why Elite is pursuing them.
• Who is responsible for each estimate.
• Whether bids will be completed on time.
• What margin is being targeted.
• Which customers and project types Elite wins most often.
• Where estimating capacity is constrained.
• Whether awarded projects are performing consistent with the original estimate.
• What changes need to be made to improve future win rates and profitability.
JOB DESCRIPTION ACKNOWLEDGEMENT FORM
I have received a copy of the job description for my position:
Position: Date:
I have reviewed this job description and I understand all my job duties and responsibilities. I am able to
perform the Core Areas of Responsibility as outlined. I understand that my job may change on a temporary or
regular basis according to the needs of my location or department without it being specifically included in the
job description. If I have any questions about job duties not specified on this description that I am asked to
perform, I should discuss them with my immediate Supervisor or General Manager.
ETO measures a team member's performance two ways. The first way is to measure the effectiveness of a
team member's ability to complete their job duties as is stated in their job description. The second way is to
measure team member's behaviors. We encourage all team members' to talk to their Supervisor or General
Manager to get feedback about their performance more than once per year.
I have discussed any questions I may have had about this job description prior to signing this form.
Team Member Signature Date
Manager Signature Dat