Director of Systems and Enablement

At Veridian Service Partners, we believe in putting people first—our team, our customers, and our communities. Backed by private equity and focused on growth through both organic expansion and acquisitions, we are building the most admired and profitable home services company in America’s top markets.

We run on our systems. Leads, appointments, contracts, jobs, payroll and reporting all move through a connected stack, and when that stack works nobody notices it. When it does not, every market feels it at once.

This role owns that stack. Not a single application — the whole thing, and the connections between the pieces. You will own the CRM, the in-home sales platform, the project management system we are standing up, the integrations that move data between them, and the standards for how AI is used in the systems and tooling this function governs.

• →Home services, home improvement, trades, or another multi-site field operation.
• →Experience with i360 / improveit 360, Leap, or a comparable field-sales platform.
• →You have worked inside a private-equity-backed business and know what that reporting cadence asks of systems.
• →You have been the first systems hire somewhere before.

• i360 (improveit 360) — our Salesforce-based CRM. Configuration, permissions, territories, lead sources, product setup, and the governed data layer the business reports from. 
• Leap / SalesPro — the in-home sales platform. You own pricing configuration, not pricing strategy: leadership sets the pricing, discount thresholds and approval rules, and you build the system so it enforces them. When Sales says a tool is not working, you recommend, implement and integrate. You do not override the business. Where the configured reality and the approved policy have drifted apart, you are usually the only person who can see it, and you are expected to say so.
• Project management system — an enterprise platform for internal workstreams (Monday, Asana or similar): market launches, cross-functional projects and system rollouts. Selection, implementation and rollout across markets. Not field job management, scheduling or dispatch, which stay in the operations stack. This one is greenfield.
• The wider stack — Rippling, Sage, Ramp, Google Workspace and the growth tooling. You are not the administrator of all of these, but you own how they connect and whether the data agrees. IT operations — helpdesk, endpoints, accounts — stays with Contigo, our third-party IT partner.

• Own the integrations between systems — lead to appointment to contract to job to invoice — so a number means the same thing wherever it is read.
• Build and hold the definitions. When Sales, Finance and Operations report different revenue for the same month, that is a systems problem before it is an accounting one.
• Make the stack survive expansion. New markets and new brands should be a configuration, not a project.
• Own the market launch stack — the configured set of systems, routing, territories, pricing, comp and reporting that a new market or brand turns on with.

• Author and maintain the standard for how this company uses AI — where it is appropriate, where it is not, what data may go near it, and what good output looks like before it reaches a customer or an employee. Drafted here with Legal, HR and Finance, adopted by the executive team, and enforced by leadership as company policy.
• Identify where AI genuinely removes work rather than adds a tool nobody opens. You will be asked to have an opinion, and to defend it.
• Train against the standard, keep it current, and monitor where it is holding and where it is not. Where practice has drifted from policy, you surface it to the executive team. This is unowned today.

• Lead the Salesforce Administrator and the Growth Specialist, Integrations today, and build the function out as we scale.
• Decide what we build, what we buy, and what we hand to a partner.
• Be the person the business goes to when a system is in the way of the work.
• Run the intake — requests from Sales, Operations, Finance and Growth come through one queue, prioritized by a cross-functional council on a published cadence. Operations gets committed capacity, not leftover capacity. Finance signs off shared definitions.

30 days 

Inside your first month you have baselined the measures this function runs on: time to launch a market, reporting integrity, intake cycle time, tool count and spend, and adoption.

90 days

By 90 days you have mapped the stack end to end and told us what is fragile, what is duplicated, and what is quietly costing us money. You have an opinion on the project management system and a recommendation.

6 months

The project management system is live in at least one market. The integrations you inherited are documented. The AI standard exists and people have been trained on it.

12 months

Opening a market is a configuration exercise rather than a scramble. Sales, Finance and Operations pull the same number from the same place. Your team has grown and you hired well.