Commercial Operations Manager - New Homes

Renowned Homes specialises in new homes, with an ambition to become the go-to specialist for buying, selling and renting new-build property. Our team currently combines five negotiators, a sales manager, two lead qualifiers, a Head of Marketing, content production and specialist advertising and CRM support. We are seeking a commercially minded Operations Manager to help increase the productivity of our existing business, expand into additional developments and geographic markets, and establish complementary property departments. The role Working closely with the founder, you will turn our growth ambitions into a measurable, repeatable and financially sustainable operating plan. You will connect recruitment, sales, marketing, CRM, administration and financial planning—ensuring the business has the people, systems, support and accountability required to grow. We are particularly interested in someone who brings the planning discipline of a regional housebuilder or multi-branch property business: understanding the sales required from each development or territory, the resources needed to deliver them, and when further investment becomes justified. You will apply that discipline to agency economics, including fee income, conversion, commission costs, sales progression and the time between agreeing a transaction and collecting revenue. Your central responsibility is to make growth operationally achievable and commercially worthwhile.

1. Commercial planning and business performance

• Build an integrated operating plan covering revenue targets, recruitment, staffing capacity, marketing requirements and support costs.
• Translate company objectives into clear targets by department, team, development and geographic territory.
• Work backwards from revenue targets to the completed transactions, reservations, offers, attended viewings and qualified enquiries required.
• Track revenue per employee, revenue per fee earner, contribution per team and departmental profitability.
• Model the fully loaded cost, expected productivity, break-even point and payback period of proposed hires.
• Work with finance to distinguish pipeline value, earned or invoiced fees and cash collected.
• Present investment recommendations with clear assumptions, expected outcomes, risks and review dates.

2. Recruitment and workforce planning

• Build a recruitment plan linked to demand, productive capacity and affordable growth.
• Identify whether a performance constraint requires additional people, stronger skills, better processes or more support.
• Recruit and onboard negotiators, lead qualifiers, managers and operational specialists in line with the agreed plan.
• Introduce role scorecards, practical assessments and clear onboarding milestones.
• Establish 30-, 60- and 90-day development plans with functional managers.
• Measure time to competence, first transaction and positive contribution, alongside productive retention.
• Develop internal management capability as the business expands.

3. Expansion across developments, teams and regions

• Create a repeatable operating model for entering additional developments, territories and geographic markets.
• Assess buyer demand, stock access, developer relationships, fee terms and servicing requirements before committing resources.
• Define the lead volume, conversion, sales output and support capacity each team requires.
• Plan management coverage, administration, sales progression and marketing support alongside sales recruitment.
• Establish launch criteria and review points so expansion is supported by evidence and available cash.
• Standardise essential processes while accommodating local market and product differences.

4. Launching complementary departments

• Assess opportunities such as lettings and Build to Rent, buyer agency, property management and serviced accommodation services.
• Prioritise opportunities according to demand, strategic fit, contribution potential and execution capacity.
• Produce a business case covering the customer, offer, commercial terms, staffing, systems, service requirements and route to revenue.
• Establish clear departmental ownership, budgets, targets and reporting.
• Launch through controlled pilots with defined criteria for expanding, changing or stopping.
• Develop appropriate referral pathways between departments while protecting customer experience and core sales productivity.

5. Sales operations and conversion

• Work with the sales manager to improve the journey from enquiry through qualification, viewing, offer, reservation, completion and fee collection.
• Establish reliable conversion reporting by source, agent, development and team.
• Use performance data and sampled interactions to identify where opportunities are lost.
• Define lead allocation, ownership, cover, reassignment and opener-to-closer handover standards.
• Ensure developer registrations, viewing arrangements, offer follow-up and sales progression have clear owners.
• Coordinate a continuous training cycle: diagnose, teach, practise, apply, review and reinforce.
• Remove administrative duplication and delays that reduce productive selling time.

6. CRM, systems and operational data

• Own the business requirements and operating standards for our CRM, currently GoHighLevel, and connected workflows.
• Direct CRM and technical specialists to deliver effective lead routing, pipeline stages, reminders, reporting and integrations.
• Establish reliable operational information with clear definitions, required fields and data ownership.
• Improve database quality, segmentation, deduplication and reporting consistency.
• Ensure automation supports accurate information, appropriate follow-up and timely human handovers.
• Test changes, train users and measure adoption and business impact.
• Coordinate appropriate data access, contact permissions and process controls with relevant specialists. You must be comfortable specifying systems improvements, interpreting the data and holding implementation partners accountable.

7. Leadership, accountability and service standards

• Establish a concise weekly operating review, monthly commercial review and quarterly planning cycle.
• Align functional leaders around a small number of shared priorities.
• Give every significant initiative an accountable owner, deadline and success measure.
• Introduce clear decision rights so routine work progresses within agreed authority.
• Ensure managers bring evidence, proposed solutions and recovery plans when performance falls short.
• Create fair operational rules and dependable cover arrangements.
• Make customer promises, overdue actions and cross-team commitments visible.
• Build a culture of ownership, constructive challenge, continuous improvement and reliable delivery. How success will be measured Your performance will be assessed through improvements in:
• Revenue and contribution per employee, fee earner and team.
• Recruitment quality, onboarding effectiveness and time to productive contribution.
• Lead-to-appointment conversion, attendance and transaction progression.
• Departmental performance against budget.
• CRM accuracy, adoption and workflow reliability.
• Reduced duplication, delays and missed commitments.
• Successful delivery of agreed expansion milestones.
• Management accountability and reduced dependence on the founder for routine decisions. Targets will be agreed from a verified baseline, with consistent reporting periods and transparent treatment of new starters and contractor support. Experience and capabilities You will have:
• A demonstrable record of improving and scaling operations within property, housebuilding, estate agency or a closely related business.
• Experience coordinating several functions or teams with accountability for measurable results.
• Strong commercial numeracy, including productivity, recruitment economics, budgets, contribution and forecasting.
• Practical experience building recruitment, onboarding and performance-management processes.
• Experience improving CRM workflows, reporting and user adoption.
• The ability to diagnose operational problems and implement changes that people use.
• Confidence working closely with an ambitious founder and challenging assumptions constructively.
• A hands-on approach suited to building systems and processes within a growing business. Particularly relevant backgrounds We would especially welcome candidates with:
• Regional or divisional sales operations experience within a housebuilder.
• Responsibility for multiple developments, sales teams or geographic markets.
• Experience planning sales rates, launch readiness, staffing and reservation-to-completion forecasts.
• A track record of scaling a multi-branch agency, new homes brokerage or lettings/BTR operation.
• Experience launching a department, branch or region and taking it towards sustainable profitability.
• Understanding of developer relationships, new homes progression, fee agreements and commission-based business models. Working with the existing team You will own the integrated operating plan, cross-functional delivery and performance visibility. The sales manager retains responsibility for frontline sales management and coaching. The Head of Marketing owns marketing execution. Technical, advertising and content specialists deliver their respective work within agreed plans. Finance provides the expertise required for reliable financial reporting. You will operate within agreed budgets and delegated authority, with significant commitments and new department investments approved by the founder.

We want someone who can explain how much growth the business can support, what that growth will require, and how to make it happen.