Head of Aftercare

JOB DESCRIPTION: HEAD OF AFTERCARE

LOCATION Visiting sites and clients as appropriate and necessary, but also based in head office (Near Aylesbury)

REPORTS TO: Operations Director

ACCOUNTABLE TO: Board of directors

DEVELOPMENT PATH POTENTIAL: Main board director within 2-3 years.

OVERVIEW

Management of the aftercare and horticulture department. This role is to set the direction and oversee the operation of aftercare within the business. It will also include client liaison, product and service development. Management of the business. The post entails broader responsibilities which extend across all business areas. This requires the job holder to actively promote best practice throughout the company, work effectively as part of the management team and take a “whole company” perspective to managing issues.

KEY RESPONSIBILITIES

Operation

Work with managers, team leaders and others to ensure a smooth and seamless delivery of the service to clients.

Develop and implement strategies and systems for improving operational efficiency, including apps or other software. The aim of this is to allow growth of the department without loss of efficiency or quality.

Client liaison and service monitoring

Visit sites regularly – most sites should be visited at least every quarter, bigger contracts more often either by you or a manager. Check that work is to a high standard. Note whether the appropriate number of hours are allowed. Also note where there are opportunities for upselling.

Meet and communicate with clients regularly to make sure they are satisfied with the service they are receiving. Discuss any plans they might have for the site and whether we can help with those. Keep an eye out for ‘child projects’ where there is a possibility to sell further design and build or other services.

Where service levels are below acceptable standards, act immediately to remedy the situation before clients complain.

Service quotations

Deal with enquiries for new work as they arise, without delay. It is expected that with major quotations, you will deal with these yourself. For everyday quotations, these may be prepared by you or others in your department: ensure that they are returned to clients promptly, but at most within a week of a site visit.

Administration and invoicing

Make sure that administration has the information it needs in time to issue monthly invoices without a rush. Information needs to be both timely and accurate.

Work with finance and administration to make this system as efficient as possible, suggesting alterations or improvements where you think it will help.

People

Promote a culture within the department that reflects the company’s values and purpose. This should be open and honest, encouraging and respectful, and always focussed on excellence.

Ensure that the department always has the appropriate level of staff to run profitably, but with enough capacity to allow for holiday and sickness cover, and allowing for new projects so that growth can be smooth. This will involve being proactive in recruiting staff where necessary or occasionally stepping in yourself.

With Administration and Human Resources, add more staff when necessary including interviewing and following appointment, a full company induction process.

Carry out regular appraisals of your staff according to company policy and hold regular one-to-ones with managers that report to you.

With support from Admin and HR, deal with any staff issues that arise promptly and professionally.

Strategy and direction

Work with directors and others to formulate strategy for the department.

With the CEO and Marketing Coordinator, develop and implement marketing strategies for development of the aftercare business.

With directors, aftercare managers and others, ensure that means to implement the strategy are in place (money, people, transport, software, etc).

Develop a strategy for reducing the carbon emissions for the department.

Working with the Managing Director, set budgets for the year.

Personal Management

You are expected to arrive promptly for work.

Emails should be filed regularly and responded to in an efficient and professional manner.

We expect all staff to join in with company events and socials where possible to help build relationships with fellow team members and to build team morale.

All staff are expected to uphold the company Values as outlined in the employee handbook.

Benefits

Profit Share

Pension Scheme

Uniform provided

23 days paid holiday (plus bank holidays) of which three days must be taken between Christmas and New Year.

CORPORATE VALUES For the organisation to fulfil its purpose, we recognise that everyone in the company needs to share the same values from the people leading to those on the ground. The values that underpin the business are grouped under three headings:

Trust is about how we treat each other, clients, suppliers and others. It is about building relationships, but also about encouraging and supporting individuals to grow

Excellence is not only about the work we do, but also about constantly striving to improve.

Creativity is inherent in good design, but it is much broader. It is about openness, innovation and being creative in our everyday approaches to problem-solving