Landscape Operations Manager Jobs in Macomb, MI (NOW HIRING)

GENERAL MANAGER

Berns Landscape Operations

Warren, MI | Full-Time | Onsite | Reports to Owner

The General Manager serves as the operational leader of Berns Landscape Operations, acting as the primary point of accountability between the owner and the management team. This role is responsible for translating company vision into daily execution, holding managers to defined standards, and ensuring the business runs profitably and professionally — without requiring owner involvement in day-to-day management decisions.

1. Manager Accountability & Performance — Directly supervise all department managers (landscape enhancement, horticulture, operations, fertilization, and office administration). Conduct regular one‑on‑ones, enforce performance expectations, and address conduct or performance issues before they reach the owner.

2. Operational Oversight — Own the day‑to‑day execution of field and office operations, ensuring crews are properly staffed, jobs are prepared in advance, properties are departed on time, and quality standards are met consistently across all accounts.

3. Financial Management — Monitor revenue goals, job costing, labor hours, overtime, and non‑billable materials. Hold managers accountable to budget targets and report financial performance directly to the owner with recommended corrective actions.

4. Team Leadership & Culture — Model and reinforce Berns’ five core values in every interaction. Address toxic or aggressive behavior swiftly and protect the team culture from internal damage. Managers own their decisions — this role ensures they do.

5. Hiring & HR Coordination — Lead or assist in recruiting, interviewing, and onboarding management‑level hires. Partner with the owner on disciplinary actions, separations, and formal performance documentation.

6. Client Relationship Escalation — Serve as the escalation point for significant client concerns, disputes, or service failures that exceed a manager’s authority to resolve. Maintain Berns’ reputation for professional, relationship‑preserving communication.

7. Process Compliance & Continuous Improvement — Ensure systems, workflows, and communication protocols are followed consistently across all roles. Identify operational gaps and implement process improvements that reduce owner involvement and increase team self‑sufficiency.

8. Owner Reporting & Strategic Support — Provide the owner with regular, concise updates on team performance, operational health, financial trends, and personnel matters. Serve as a trusted partner in executing the owner’s long‑term vision for the company.

• 5+ years of progressive leadership experience in landscaping, grounds management, or a related field service industry
• Proven track record of managing and developing a team of managers or supervisors — not just frontline crew
• Strong financial acumen: experience reading P&Ls, managing job budgets, and controlling labor costs
• Demonstrated ability to hold people accountable through documented standards, consistent follow‑through, and direct communication
• Experience with HR processes including performance documentation, disciplinary conversations, and terminations
• Excellent written and verbal communication skills — able to communicate with crews, clients, and ownership with equal professionalism
• Valid driver’s license and ability to visit job sites across the service area

• Experience in a landscape, hardscape, or grounds management company with $6M+ in annual revenue
• Familiarity with job costing software, CRM platforms, or field service management tools
• Background in horticulture, irrigation, fertilization, or hardscape — not required but earns immediate credibility with the team
• Experience managing a multi‑department or multi‑crew operation with seasonal workforce fluctuations
• Spanish language proficiency a plus

• You don’t wait to be told — you see what needs to happen and you handle it
• You protect the culture. You don’t tolerate disrespect, deflection, or “that’s not my job”
• You make decisions. You don’t send problems upward that you can solve yourself
• You communicate consistently and clearly — with the owner, with managers, and with the team

The owner is no longer the default decision‑maker for management conflicts, performance issues, or daily operational problems. The management team is held to clear standards, problems are resolved at the GM level, and Berns continues to grow without the owner being the bottleneck.