The General Manager is the right hand to the President & CEO and the operational leader of the firm. The CEO sets the vision, originates the relationships that drive growth, and holds the long view. The General Manager makes it happen translating direction into clear priorities, holding the team accountable to them, and delivering measurable results week after week. Every member of the nska team reports to the General Manager.What you will actually doLead the team. Every nska team member reports to the General Manager. You set goals, run check-ins, hire, develop, and when necessary make changes.Run the operating system. Implement Entrepreneurial Operating System, chair the weekly L10 meeting. Own the Scorecard, IDS, and Rocks in Ninety.Own the P&L. Monthly close, cash flow, financial reporting to the CEO, banking relationships, and budget vs. actuals on every active engagement.Run finance and admin. Invoicing, receivables, accounts payable, working with our bookkeeper on QuickBooks, and ensuring nothing falls between the cracks.Onboarding and IT provisioning. Every new hire gets a clean start Ninety, ClickUp, Monograph, Ramp, the team guide, and a 90-day plan.Develop and own core processes. Sales, partnerships, underwriting, operations, administration. Document them, scale them, improve them quarter over quarter.Support the CEO. Attend meetings with the CEO to take action items, assigning to the team and ensuring they are done correctly on time.Brand, marketing and digital. Manage the website, social media, and the firm's public presence. Protect the brand.Be the integrator. Resolve issues before they reach the CEO. Hold the team accountable. Be the person every team member goes to first.QualificationsExperience. Real estate finance or development background. Could be coming from professional services (Big Four, investment banking, real estate advisory), a national bank's real estate or project finance group, an Indigenous development corporation, or a real estate developer.Skills. You can underwrite a real estate deal cold. You can read a financial model and find what is wrong with it. You write clearly and use stories to communicate effectively. You run a great meeting. You build process. You lead people.Indigenous identity. Indigenous identity is considered a meaningful asset given the nature of our work, our partners, and our mission.What we are not asking for. You do not need to know construction, design, or engineering that is helpful but is in the firm already. You do not need an MBA.The non-negotiablesHustle. You move fast. You finish things. You do not wait to be asked twice.Pace. You can rev at the speed of an entrepreneurial CEO and not lose your footing. You read what needs to happen and you make it happen.Translation. You can take a half-formed idea from the CEO at 7am and turn it into a structured plan with owners and deadlines by end of day.Standards. Do what you said you would do, when you said you would do it. Bring issues to the table. Solve them.Continuum, not balance. You are present with your family when family needs you, present with the work when the work needs you. Both happen on the same day. If that frame doesn't fit, this isn't the role.The pathGeneral Manager today. VP Operations as the team scales past 20 people. COO when we are 50+ employees with a second or third office. President of an nska operating company or business unit as the platform expands across geographies and asset classes. The role above this one is not capped the firm itself is being built.
Job Title
General Manager