Temporary Chief Operating Officer Hospitality Jobs

CHIEF OPERATING OFFICER

Nutri-Green Professional Services

Job Description

Reports to: Owner / CEO (Visionary)
Direct Reports (expected): Field Team Leaders; Office/Customer Experience Leader;
Sales/Marketing (internal lead or external partner oversight); Training/Quality; Admin, Finance & HR Leaders
Location: Tulsa, OK - in-person leadership required; field presence required

Result Statement
I am accountable for producing the following result: I drive the consistent execution of the company's
strategic objectives by building operational discipline, strengthening systems, and leading leaders
across field and office. In close partnership with the Owner/CEO/Visionary, I translate agreed priorities
into measurable plans, create accountability, and ensure the "We Care More" customer experience and
Proven Process are delivered consistently.

Owner-COO Relationship
This is a close collaboration role with the Owner/CEO/Visionary. The COO is responsible for
operational execution and leadership cadence, while the Owner/CEO remains actively involved in
direction, key relationships, and major decisions. The COO serves as the Owner/CEO's primary
operating partner and Integrator as defined by the EOS business framework. This person helps the
Owner prioritize initiatives, pressure-test plans, and translate decisions into execution. The COO
creates clarity and traction across the leadership team while maintaining a high-trust, high
communication relationship with the Owner.

The COO owns:
Day-to-day operating rhythm and execution
Leadership team accountability, scorecards, Rocks, and follow-through
Cross-department coordination and removing operational obstacles
Quality, safety, training systems, and operational consistency
Operational coordination between Nutri-Green and Hook & Ladder Holiday Decor, including
seasonal staffing handoff and offseason workforce planning

The Owner/CEO owns:
Vision, brand, culture tone, and strategic direction
Major growth plays and service expansion direction (what and why)
Marketing and sales direction
Final approval on major investments, senior hires/exits, and strategic shifts

Note on evolution: As the company scales past $5M in revenue, sales execution and CSR conversion
accountability are expected to transition to the COO. Marketing direction and brand voice remain with
the Owner.

Critical Result Areas

1) People, Leadership Bench, and Training
The COO builds and maintains a leadership team and field workforce capable of operating Nutri-Green
at current scale and ready for the next stage of growth. This includes recruiting, onboarding, training,
evaluating, developing, and when necessary removing personnel. Success means leaders perform to
scorecard, the bench is deep enough to absorb growth and turnover, and training is consistent,
documented, and audited.
Success measured by: leader scorecard performance, employee retention rate, 30/60/90 onboarding
success rate, training completion and pass rates, internal promotion rate, time-to-fill on open roles, and
PIP execution rate.

2) Customer Retention and Experience
The COO is accountable for keeping the customers Nutri-Green has already earned. In a recurring
revenue business, retention is the single largest profit lever after gross margin. This CRA owns cancel
prevention, complaint resolution, save rate, and the "Make It Right" system end to end.
Success measured by: annual cancel rate, save rate on cancel calls, NPS or customer satisfaction
score, complaint resolution time, repeat complaint rate, and reactivation rate on lapsed customers.

3) Operational Execution, Quality, and Safety
The COO ensures that every service delivered in the field and every interaction handled in the office
meets the Nutri-Green standard. This CRA covers routing, production, quality assurance, fleet and
equipment readiness, and the safety program. Field and office both roll up here.
Success measured by: route completion percentage, on-time service percentage, QA pass rate
(DUPRO and QAI), redo and callback rate, safety incident rate, vehicle downtime, and inventory
accuracy.

4) Profitability and Financial Discipline
The COO is accountable for operating Nutri-Green at the margins required to fund growth, fund
reinvestment, and protect the owner's risk capital. This is not just budget adherence. It is active
management of the levers that drive profit: labor productivity, routing efficiency, rework cost, and
material usage.
Success measured by: gross margin, contribution margin by service line, labor as a percentage of
revenue, routing efficiency, rework cost as a percentage of revenue, and budget variance.

5) Scaling Capacity and Cross-Business Coordination
The COO builds operational capacity ahead of growth, not behind it. Staffing, training, systems, and
equipment are ready before demand arrives, not after. This CRA also explicitly covers the seasonal
integration with Hook & Ladder Holiday Decor, ensuring the offseason employment bridge functions
without disruption and scales as Nutri-Green grows.
Success measured by: operational capacity versus three-year revenue plan, Hook & Ladder
offseason staffing absorption rate, spring layoff incidents (target zero), new service rollout readiness on
schedule, and SOP coverage of revenue-producing activities.

Duties / Responsibilities

1) Leadership, Operating Rhythm, and Traction
Leads the weekly EOS L10 leadership team meeting cadence: Scorecard, Rocks, Issues, To
Dos, cascading communication
Runs Quarterly Planning and Annual Planning sessions, ensuring priorities are clear and
execution is resourced
Maintains clear accountability across departments and resolves cross-functional issues quickly
Holds leaders accountable to commitments, timelines, and measurable outcomes

2) Visionary Partnership and Priority Execution
Serves as the Owner's primary operating partner: helps prioritize, pressure-test, and sequence
initiatives
Translates Owner-approved priorities into execution plans (Rocks, milestones, owners,
scorecards)
Escalates major decisions per guardrails; ensures the Owner is not surprised by operational
realities
Protects the Owner's time for vision, growth, culture, and key relationships by reducing
operational firefighting

3) People, Culture, HR, and Accountability Systems
Supervises and supports interviewing, hiring, training, evaluating, disciplining, and terminating
leaders and staff within role scope
Provides constructive and timely performance evaluations; implements performance
management systems that actually work
Partners with HR on onboarding systems including 30/60/90 expectations and ongoing
development
Builds a high-performance culture rooted in Core Values and consistent standards
Establishes clarity and prioritization over "busy" and sets the tone through example
Owns the field training program end to end: technical training, certification tracking, ride-along
coaching, and skills development

4) Customer Retention and Experience Systems
Owns the cancel prevention system: tracking, root cause analysis, save call workflows, and
CSR training
Standardizes customer escalation and resolution workflows ("Make It Right")
Reviews retention data weekly and drives corrective action when cancel rates trend wrong
Coordinates with sales and CSR teams on conversion, save rate, and reactivation campaigns
Ensures complaint response time meets standard and repeat complaints get escalated

5) Field Operations Oversight
Ensures daily, weekly, and monthly field workflows are completed accurately and on time
Ensures routing goals are maintained through routine routing audits and production planning
rhythms
Ensures staffing coverage, scheduling accuracy, and predictable equipment and material
readiness
Ensures inventory of materials, equipment, tools, and service trucks is tracked and available
Reduces unscheduled service disruptions by ensuring fleet and equipment maintenance
systems are followed
Ensures quality standards are met and the QA system is executed: ride-alongs, inspections,
coaching loops
Supports escalation handling for high-impact service call issues and ensures prevention
systems are improved
Ensures all accidents are properly documented and reported immediately
Ensures safety procedures are followed and safety program cadence is maintained
Ensures compliance readiness for growth and service line expansion, including training,
licensing, and process readiness

6) Office Operations and Customer Experience
Ensures scheduling, billing, customer communication, and issue handling are consistent,
accurate, and responsive
Aligns office performance to measurable service and retention outcomes
Ensures field paperwork and documentation reach admin and accounting on time and
accurately

7) SOPs, Systems, Reporting, and Admin Coordination
Thoroughly understands and ensures compliance with company policies, procedures, and
SOPs
Writes, maintains, and updates SOPs as needed and eliminates SOP sprawl by consolidating
into one source of truth
Ensures reports are completed on time and disseminated appropriately for decision-making
Improves operational systems that support execution: routing, CRM, dashboards, QA reporting,
inventory, GPS tracking

8) Financial and KPI Management
Builds and maintains a weekly operating Scorecard and drives weekly review and corrective
action
Partners with Owner and finance/accounting partners on budget creation, performance review,
and reporting rhythm
Drives labor productivity, routing efficiency, and rework reduction to improve margins
Improves financial literacy across leadership so fiscal impact is part of daily decision-making

9) Scaling Capacity, New Services, and Cross-Business Coordination
Ensures operational capacity supports growth goals: people, systems, training, standards
Operationalizes new service rollouts with staffing, training, licensing, and systems
Creates an operational roadmap aligned with three-year revenue and profit goals in partnership
with the Owner
Coordinates the seasonal transition between Nutri-Green and Hook & Ladder Holiday Decor,
including staffing rollover, cross-training, scheduling, and capacity planning
Partners with the Owner on Hook & Ladder growth planning to ensure offseason employment
capacity scales with Nutri-Green field headcount
Drives toward the goal of zero spring layoffs and zero unplanned offseason workforce gaps

Measurables

Examples below; finalized collaboratively in the first 30 days. The COO/Integrator will establish and
report a weekly Scorecard including:

Company profitability
Customer satisfaction score
On-time service % / route completion %
Cancellation rate
Labor productivity (hours per route; revenue per labor hour)
Gross margin % and/or contribution margin by service line
Team Leader performance: crew productivity, quality compliance, safety incidents
Rock completion rate + To-Do completion rate

Skill Set and Education Requirements

Required
7-10+ years progressive operations leadership in a route-based or field-service business
(lawn/pest/HVAC/plumbing/landscape preferred)
Bachelor's degree
Proven experience leading leaders, not just managing individual contributors
Strong process discipline: implement, train, audit, improve
Strong communication and conflict skills (accountability without chaos)
Comfort with data and KPIs; ability to run meetings and drive follow-through
Prior knowledge of or willingness to master EOS (Entrepreneurial Operating System)
Valid driver's license; insurable

Preferred
Bilingual (Spanish/English)
Experience with CRM/scheduling/routing software, GPS tracking, and operational dashboards
EOS Integrator-style experience or equivalent operating system cadence

Salary, Bonus, and Benefits
Commensurate with experience. Performance incentives tied to measurable outcomes (profitability,
productivity, retention, quality, and Rock completion).

Appraisal Criteria
This role is effective if the business shows:
Consistent execution of standards across routes and teams
Improved KPIs (redo/callbacks down; cancellations down; productivity up)
Team Leaders performing with clear accountability and development progression
Meeting rhythm produces results (Scorecard/Rocks/Issues/To-Dos)
Owner is increasingly removed from daily operations and can focus on vision and growth
strategy

Success Factors
Mature, steady leadership and calm execution
Clear expectations and consistent follow-through
Ability to coach, confront, and correct without drama
Operates from facts and measurables, not intuition alone
Builds trust across office and field by being fair, consistent, and accountable

Working Conditions
Significant field presence required (ride-alongs, inspections, leader coaching)
Seasonal intensity typical of lawn care; must plan and lead proactively

First 90 Days - What Success Looks Like
This role should create measurable traction quickly. The first 90 days will include:

Days 1-30: Listenand Baseline

Listen, assess, and map the real operating system. Establish the weekly leadership cadence and
baseline Scorecard. Identify with the team the most important issues.

Days 31-60: Standardize and Align
Standardize escalation and QA loops, tighten routing/production planning rhythms, and simplify SOP
sprawl into one source of truth. Align Team Leaders and office leadership on expectations and
measurables.

Days 61-90: Drive and Plan
Improve core KPIs. Lock in training and inspection cadence. Present a 2-quarter execution roadmap
with Rocks and owners.

Apply today:

https://www.nutrigreentulsa.com/caree...