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President in Union City, California at BlueJack Fire Acquisition, Inc.

NewSalary: $185000 - $250000
BlueJack Fire Acquisition, Inc.
Union City, California, 94587, United States
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Job Description

Founder Transition and Knowledge Transfer

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  • Execute a structured handoff with the founders covering customers, Authorities Having Jurisdiction, vendors and suppliers, competitive history, pricing precedent, and the informal knowledge that fifty years produces and no system captures.
  • Build a documented relationship inventory identifying every account, agency, and supplier relationship held personally by a departing founder, and personally assume or deliberately reassign each one.
  • Meet the top accounts alongside the founders before their departure, and retain those accounts afterward. Key customer loss during transition is the single largest near-term risk to the business.
  • Preserve continuity with Authorities Having Jurisdiction, protecting a relationship asset the company correctly identifies as a competitive strength.
  • Communicate the transition to employees, customers, and vendors clearly, early, and in a way that projects continuity and confidence rather than uncertainty.
  • Spend the first weeks with the department leaders — understanding what each already knows about their function, what they have been asking for and not getting, and where they believe the business is losing money. They are the fastest route to an accurate picture of the company.
  • Earn the trust of a tenured workforce with deep personal ties to the outgoing owners — through presence, listening, and demonstrated competence before making significant change.
  • Apply performance standards consistently across the entire organization, including where relationships are long-standing. Establish clear, documented, evenly enforced expectations so that accountability is understood as a standard rather than a judgment about any individual.
  • Use the founders deliberately as advisors while maintaining unambiguous operating authority, so that the organization has one clear decision-maker and no informal parallel chain of command develops.
  • Assume ownership of the strategic plan actions currently held by the founders, including acquisition target development and the Sacramento market evaluation.
    • Financial Performance
  • Own full P&L responsibility for the operating company.
  • Deliver annual revenue, EBITDA, cash flow, and working capital objectives, protecting the gross margin and EBITDA structure the business currently enjoys.
  • Deliver organic revenue growth in the mid-teens percentage range annually at a minimum, exclusive of acquisitions, without sacrificing margin or service quality to get it.
  • Drive cash generation as the company’s stated first priority, including delivery of the current-year DSO target and sustained improvement in accounts receivable aging.
  • Eliminate service invoicing revenue leakage and close the gap between work performed, work billed, and cash collected.
  • Drive disciplined pricing, margin expansion, labor productivity, and cost management, with particular attention to inflationary pressure on supplier and people cost.
  • Manage the distinct margin structures of the business: high-volume, labor-intensive hood cleaning versus licensed, higher-skill sprinkler and suppression work. Price and cost each on its own economics rather than on a blended average.
  • Drive route density and revenue per crew night as the primary margin lever in the kitchen exhaust business.
  • Improve backlog conversion and quote follow-up discipline.
  • Develop annual operating plans and forecasts. Ensure financial accuracy and accountability across the organization.
    • Operations
  • Lead all operations across kitchen exhaust cleaning, hood suppression inspection and repair, fire sprinkler service and projects, portable extinguishers, and fire alarm inspection.
  • Own the night-shift operating model: crew scheduling, supervision, quality verification, and safety oversight of work performed outside normal business hours when direct management presence is limited.
  • Own the full-cycle quality control program — coverage standards, documented QC manual, remedial action protocols, and the field training library that supports it.
  • Ensure kitchen exhaust cleaning is performed to bare metal at the frequency required by cooking volume and the Authority Having Jurisdiction, with accurate certification, documentation, and photographic evidence on every job.
  • Ensure hood suppression systems are inspected and serviced on schedule, and that identified deficiencies are quoted and corrected promptly.
  • Move the organization from reactive to proactive through standardized process, documented SOPs, and consistent service documentation across all departments.
  • Close the office-to-field and interdepartmental communication gaps that the organization has identified as a principal weakness.
  • Drive technician productivity, schedule efficiency, utilization, and customer responsiveness.
  • Ensure adequate staffing and workforce planning, recognizing that hood cleaning crews and licensed sprinkler technicians require entirely different recruiting, training, and retention strategies.
  • Own fleet management, driver visibility and safety, equipment, and extinguisher recharge and hydrotest capability to support reliable 24-hour emergency response.
  • Utilize KPIs to drive continuous operational improvement.
    • Systems and Technology
  • Sponsor and drive full implementation of Uptick and Sage, including configuration, training, adoption, and the reporting and analysis that must come out of them.
  • Own data integrity across the platform, including product catalog cleanup and customer parent/child account mapping.
  • Ensure order-to-cash and procure-to-pay processes are mapped, documented, tested, and followed.
  • Establish real-time feedback loops that return field data into the system of record without manual rework.
  • Evaluate and adopt emerging technology where it improves productivity or customer experience, including automated scheduling notifications and confirmations.
    • Sales & Growth
  • Own the organic growth number. Mid-teens percentage annual revenue growth, exclusive of acquisitions, is the minimum expectation — and it must come from a deliberate plan across service lines, not from price alone.
  • Build the licensing, technical capability, and business case to add fire alarm and detection services — converting inspection-only alarm accounts into recurring, higher-margin revenue.
  • Grow the high-margin inspection division as a share of total revenue.
  • Develop the sprinkler business through backflow certification of technicians, the Livermore/Pleasanton backflow market, underground work, and government and prevailing wage opportunities.
  • Lead the economic evaluation and, if approved, the stand-up of a Sacramento satellite operation.
  • Drive the cross-sell ladder within the existing customer base: hood cleaning to hood suppression to extinguishers to alarm to sprinkler. Most kitchen exhaust customers have multiple unserved fire safety needs under the same roof.
  • Increase inspection-to-repair conversion and enforce consistent quote follow-up.
  • Develop strategic relationships with key customers, contractors, and referral partners, including restaurant groups, franchise operators, hospitality and healthcare facility managers, property managers, and insurance carriers.
  • Defend against national and local one-stop-shop competitors by making AAA the comprehensive provider first, and by protecting key accounts through relationship depth and service reliability.
  • Drive cross-selling opportunities with other Bluejack operating companies and leverage the platform footprint.
  • Support acquisitions, integrations, and expansion initiatives, including development of an actionable target list for the coming year.
    • Leadership
  • Lead an established department leadership team of tenured, experienced, industry-savvy professionals — earning their confidence, sharpening their standards, and holding them accountable without displacing the expertise they bring.
  • Retain that leadership team. Losing experienced department leaders during or after the transition would cost the business more than the loss of any single customer.
  • Recruit, develop, coach, and retain high-performing leaders.
  • Foster a culture of accountability, teamwork, integrity, and continuous improvement — and correct the inconsistent accountability the organization has named as a weakness.
  • Own morale as a measured business outcome, delivering improvement against the employee Net Promoter Score baseline through recognition, development, communication, and consistent frontline supervision.
  • Establish clear organizational structure, current and future-state org charts, role-level job descriptions, a skill inventory of the current team, and a go-forward talent plan.
  • Address turnover in the hourly night-crew workforce through pay structure, scheduling, advancement pathways, and frontline supervision.
  • Build licensing and certification pathways that allow motivated field employees to progress from cleaning crews into suppression, extinguisher, backflow, and sprinkler technician roles.
  • Strengthen employee onboarding so new hires reach productivity and safety competence faster.
  • Maintain direct, credible, two-way employee relations across all levels of the business, including crews rarely on site during office hours.
  • Conduct regular performance reviews and succession planning. Build leadership capability throughout the organization.
    • Customer Experience
  • Ensure exceptional customer service and long-term client relationships consistent with the brand promise.
  • Personally engage with strategic customers and key accounts; treat key customer loss as a board-level risk.
  • Resolve escalated customer concerns quickly and professionally, including re-cleans, missed appointments, and property damage claims.
  • Ensure customers receive inspection and cleaning documentation in a form that satisfies their AHJ, their insurance carrier, and their own audit requirements.
  • Develop customer-facing fire safety training programs as a differentiator and relationship deepener.
  • Maintain high customer retention and satisfaction metrics.
    • Safety & Compliance
  • Champion a culture where safety is without compromise — for our team and for those we serve.
  • Address the specific hazard profile of this business: roof and ladder access, confined space entry in ductwork, hot degreasing chemicals, slip hazards, electrical lockout, and night driving fatigue.
  • Implement effective safety training and tracking, and establish visibility into driving practices across the fleet.
  • Ensure compliance with Cal/OSHA regulations, the California Fire Code, Title 19 CCR, and all state and local licensing requirements — including the CSLB C-16 Fire Protection Contractor license and California State Fire Marshal concern licenses and individual certificates.
  • Maintain manufacturer certifications required to service installed hood suppression systems, and IKECA or equivalent standards of practice for kitchen exhaust cleaning.
  • Own risk management as a discipline: contract risk review, insurance posture, claims management, and the professional liability inherent in a life safety service business.
  • Preserve AAA’s excellent relationships with Authorities Having Jurisdiction as a genuine competitive asset.
  • Enforce absolute integrity in service documentation. An inspection or cleaning recorded but not performed is a terminable offense and an existential risk to the company.
  • Lead incident investigations and corrective actions. Maintain all required certifications, inspections, and regulatory compliance.
    • Bluejack Partnership
  • Execute the Bluejack operating system and strategic initiatives.
  • Participate in Monthly Business Reviews, strategic planning sessions, and leadership meetings.
  • Partner closely with Bluejack Finance, HR, Safety, IT, Marketing, and Operations.
  • Partner with Agellus and Bluejack leadership on acquisition prioritization and market expansion decisions.
  • Drive implementation of company-wide best practices and technology initiatives.
  • Share kitchen exhaust and hood suppression expertise across the platform, where AAA holds depth other operating companies may not.
  • Support acquisition integration and collaboration across the Bluejack platform, advancing the shared ambition of West Coast leadership.

    • Job Location

    Union City, California, 94587, United States

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