CHIEF OPERATING OFFICER
Nutri-Green Professional Service
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, highcommunication 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, ToDos, 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: Listen and 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.
