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Private Property Impound Specialists $$$$$$ASU IS IN SESSION $$$$$ (Valley Wide)
First Class Auto Transport
1401 E University near 16th Street & University
compensation:
Base *commission/ company car. Cell phone. Gas card.
employment type:
full-time
experience level:
senior level
job title:
general manager
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General manager job description
Yes. “The tail doesn’t wag the dog” fits perfectly in the management-authority section. In your context, it means employees are important and should be treated fairly, but drivers, dispatchers, department heads, or workplace drama do not dictate how the
First Class Automotive Transport — General Manager Position, Responsibilities & Expectations”}
FIRST CLASS AUTOMOTIVE TRANSPORT
GENERAL MANAGER
Position, Authority, Responsibilities, Compensation & The Reality of the Job
This document explains exactly what First Class Automotive Transport expects from its General Manager.
We want to be completely upfront about this position.
First Class is a growing, 24-hour towing operation. It can be fast-moving, chaotic, confrontational and unpredictable. There will be days when several things go wrong simultaneously.
We would rather have a qualified candidate read this document and decide before accepting the position that this environment isn’t for them than hire someone who discovers 60 days later that they cannot handle it.
There are two management principles that run throughout this position:
IT IS NOT THE GENERAL MANAGER’S JOB TO DO EVERYTHING.
IT IS THE GENERAL MANAGER’S JOB TO MAKE SURE EVERYTHING GETS DONE.
And a phrase that the owner has used for approximately 20 years:
THE TAIL DOESN’T WAG THE DOG. (JD)
Employees are important. Good employees are extremely valuable. We want employees treated fairly, consistently and with respect.
But the company is not managed by whoever complains the loudest.
A driver doesn’t determine company policy because he’s angry about it.
A dispatcher doesn’t control operations because she doesn’t like a procedure.
A department doesn’t ignore a requirement because “that’s how we’ve always done it.”
A group of employees doesn’t determine the schedule because they don’t like management’s decision.
Rumors and gossip don’t determine management decisions.
And one difficult employee does not hold an entire operation hostage.
Management listens. Management considers the facts. Management treats people fairly. Then management makes the decision.
Once a reasonable management decision has been made, employees are expected to follow it.
That is what we mean when we say:
THE TAIL DOESN’T WAG THE DOG.
⸻
1. COMPANY HIERARCHY
VISION & STRATEGY
Primary responsibility is the vision and strategic direction of First Class Automotive Transport.
His focus includes growth, major contracts, new business opportunities, equipment, facilities, major relationships, expansion and long-term planning.
The owner is not intended to manage everyday operations.
Keana- COMPANY LEADERSHIP
Keana-runs the company.
Ultimately, everything answers to Keana. She has final day-to-day management authority and works with Tom on major strategic and financial decisions.
The General Manager reports to Kiana.
GENERAL MANAGER — OPERATIONS
The General Manager oversees operations.
His mission is to:
Keep the people working.
Keep the trucks working.
Keep the phones answered.
Keep the calls moving.
Keep the yards functioning.
Keep the paperwork moving.
Keep us compliant.
Keep our contracts performing.
Control unnecessary costs.
Find additional revenue.
Keep the company operating.
⸻
2. THE UGLY REALITY OF TOWING
NOBODY IS PARTICULARLY HAPPY TO SEE A TOW TRUCK.
Almost everybody we encounter already has a problem.
A woman broken down on the freeway isn’t happy.
The dealership waiting for her vehicle isn’t happy.
A commercial customer isn’t happy.
A police officer waiting for a tow isn’t happy.
Someone involved in an accident isn’t happy.
And the person whose vehicle was impounded definitely isn’t happy.
Everybody wants their problem solved immediately.
And somehow:
EVERYTHING BECOMES OUR FAULT.
Maybe an officer waited 45 minutes.
We’re late.
Maybe he waited 12 minutes.
We’re still late.
Some days it seems like we could arrive in two minutes and somebody would ask:
“What took you so long?”
That’s towing.
⸻
WE ARE A LOWER-GRADE PLUMBER
Nobody wakes up excited because they need a plumber. Something has already gone wrong.
People are frequently even less excited to see a tow truck.
Fairly or unfairly, towing is often looked down upon by the public, commercial customers and sometimes even the agencies we serve.
People will yell.
People will swear.
People will accuse us of overcharging.
People will threaten lawsuits.
People will threaten bad reviews.
People may threaten to call the police or television stations.
The General Manager needs thick skin.
THE GM CANNOT FIGHT WITH EVERYBODY.
His job is to lower the temperature, obtain the facts and solve the problem. De-escalate.
⸻
3. DAMAGE & MISSING-PROPERTY COMPLAINTS
Customers will say:
“You damaged my car.”
Some complaints will be legitimate.
Some won’t.
Customers will also allege missing property.
Eventually somebody will essentially tell us:
“There was a bag of diamonds in the back of my car and now it’s gone.”
Maybe it’s diamonds.
Maybe it’s cash.
Maybe it’s tools.
Maybe it’s something that was never there.
We don’t automatically believe the customer.
We don’t automatically believe the driver.
FOLLOW THE EVIDENCE.
The complaint process may include photographs, pre-tow documentation, RM Towing records, GPS records, camera footage, employee statements and other available evidence.
The GM doesn’t personally investigate every minor complaint.
The GM makes sure the complaint gets investigated.
Significant or escalating complaints come to the GM.
⸻
4. MANAGEMENT AUTHORITY
The GM may recruit, hire, schedule, train, counsel, discipline, write up, suspend and reassign employees.
Keanas How are you doing good how are you? approval is required before termination.
Evaluate the entire employee.
Does the employee show up?
Produce?
Follow procedures?
Damage vehicles?
Create complaints?
Fight with dispatch?
Treat customers properly?
One of our philosophies is:
If we aren’t hearing your name very often, you’re probably doing your job.
And remember:
THE TAIL DOESN’T WAG THE DOG.
⸻
5. HOURS & 24/7 RESPONSIBILITY
This is generally a day-shift position, approximately 7:00 or 8:00 AM through 6:00 PM.
But First Class operates 24 hours a day, 365 days a year.
The GM must be reasonably reachable for significant night and weekend problems.
We don’t expect him to physically work 24/7.
We expect him to accept responsibility for a 24/7 operation.
⸻
6. DAILY OPERATIONS
Every day the GM should know:
• What’s running.
• What’s broken.
• What’s being repaired.
• When equipment is coming back.
• Which trucks have drivers.
• Which don’t.
• Driver call-outs.
• Dispatch coverage.
• Yard/forklift coverage.
• Major pending calls.
• Significant customer problems.
• Major recoveries underway.
The GM should know the condition of his operation.
⸻
7. THE LIFE OF A TOW CALL
CALL RECEIVED
↓
ENTERED INTO TOWING SOFTWARE
↓
DISPATCH ACKNOWLEDGES
↓
TRUCK & DRIVER ASSIGNED
↓
DRIVER ACCEPTS
↓
EN ROUTE
↓
ARRIVES
↓
HOOKED/LOADED
↓
DELIVERED
↓
PAPERWORK RETURNED
↓
PHOTOS/DOCUMENTS UPLOADED
↓
CONTRACT ANALYST REVIEWS
↓
BILLING/COLLECTION
The GM doesn’t personally perform every step.
HE MAKES SURE THE CHAIN DOESN’T BREAK.
⸻
8. SOFTWARE TOWING APP
Drivers are required to use Towing and required applications.
They update the call as required: accepted, en route, arrived, hooked/loaded, delivered and completed, along with required photographs and documentation.
If somebody complains the application takes too much room on their phone:
That’s tough.
If it’s required to perform the job, use it.
⸻
9. STAFFING & RECRUITING
Recruiting never completely stops.
Continuously look for qualified drivers, dispatchers and other essential employees.
If someone calls out:
Find coverage.
If nobody else is available and the function is essential, sometimes the GM may have to step in.
Again:
The GM doesn’t have to do every job. He makes sure every job gets done.
⸻
10. DRIVER QUALIFICATION
Insurance approval should occur early in the candidate-screening process.
Before driving company equipment, applicable requirements must be completed, including as appropriate:
• MVR.
• Insurance approval.
• Criminal background screening.
• License verification.
• Applicable FMCSA requirements.
• Medical certification.
• Applicable testing requirements.
• Contract requirements.
• Company training.
Don’t guess whether somebody qualifies.
Verify it.
⸻
11. FLEET, MAINTENANCE, GPS & CAMERAS
The GM keeps as many trucks as reasonably possible:
RUNNING + EQUIPPED + STAFFED + READY.
Stay ahead of tires, brakes, service, winches, cables, hydraulics, windshields, lighting and safety equipment.
Every truck receives the required periodic inspection.
GPS and camera systems must function.
Intentional tampering with cameras or GPS is a serious disciplinary matter and may result in discipline up to suspension or recommended termination depending upon circumstances.
⸻
12. YARDS & INVENTORY
The GM makes sure yard operations are properly staffed.
If a forklift operator calls out:
Solve the coverage problem.
The GM doesn’t personally conduct every daily or monthly inventory.
He makes sure inventory gets completed and discrepancies are addressed.
⸻
13. CONTRACT ADMINISTRATOR
The Contract Administrator performs the detailed administrative work required by government contracts.
The GM does not do the Contract Administrator’s job.
But if DPS requires paperwork, certifications, reports or other documentation:
THE GM MAKES SURE IT GETS TO DPS CORRECTLY AND ON TIME.
The same principle applies to other government contracts.
We don’t lose a contract because somebody forgot the paperwork.
⸻
14. TIME-SENSITIVE VEHICLE FILINGS
Police/government tows may create strict notification and filing deadlines.
Missing a deadline can potentially cost the company substantial towing and storage revenue.
The GM makes sure there is a system identifying vehicles requiring action, deadlines, approaching deadlines, completed filings and exceptions.
The responsible employee performs the filing.
The GM makes sure it happens.
⸻
15. CONTRACT PERFORMANCE
The GM monitors major accounts such as Phoenix PD, DPS, MCSO, Eloy, City of Phoenix Fleet, Maricopa County Fleet and other significant accounts.
Management should know:
Calls
Average Response Time
Longest Response Time
Secondary Tows
We want to discover declining performance before the customer does.
⸻
16. ACCOUNTS RECEIVABLE
The GM doesn’t chase every invoice.
He does pay attention to significant aging A/R.
Don’t waste management time chasing every $200.
But:
DON’T LET $30,000 QUIETLY BECOME $60,000.
⸻
17. CONTROL COSTS
The GM should continually look for unnecessary expenses.
Fuel.
Tires.
Parts.
Repairs.
Cellular service.
Equipment.
Supplies.
Overtime.
Vendors.
Subscriptions.
If we’re paying $1,000 for something that can legitimately be purchased for $450:
Bring it to Tom and Kiana.
If we’re buying an equivalent $250 tire that a reputable supplier can provide for $150:
Investigate it.
We’re looking for best value, not cheap garbage.
⸻
18. FUEL
Review fuel pricing regularly.
If one of our two fuel providers is substantially cheaper that day, drivers should use that provider when reasonably practical.
Don’t drive ten miles to save two cents.
But don’t buy thousands of gallons at a substantially higher price because nobody bothered to look.
⸻
19. FIND ADDITIONAL REVENUE
The GM should always have his eyes open for additional legitimate revenue.
Look for:
• Secondary towing.
• Commercial accounts.
• Fleet work.
• Dealership relationships.
• Municipal opportunities.
• Underutilized equipment.
• Services existing customers could use.
• Revenue opportunities within existing contracts.
The GM doesn’t necessarily personally sell everything.
But:
DON’T WALK PAST MONEY LYING ON THE GROUND.
A good GM keeps the company running.
A great GM makes it more profitable while he’s running it.
⸻
20. DEPARTMENT MANAGERS
Specialized managers answer through the management structure.
The GM should:
MANAGE THE MANAGER.
Don’t interfere with a profitable, well-run department simply to demonstrate authority.
If something is wrong:
Identify it. Discuss it. Develop a solution. Follow up.
⸻
21. HEAVY RECOVERY
The GM doesn’t personally run every heavy recovery.
He should periodically observe major scenes and learn from Heavy Manager and experienced recovery personnel.
The objective is for the person overseeing operations to understand every major part of the company.
⸻
22. SAFETY & COMPLIANCE
The GM needs reasonable working knowledge of applicable FMCSA, Arizona, DPS, OSHA, Maricopa County, municipal, police-contract and private-property towing requirements.
The GM doesn’t need to memorize everything.
If uncertain:
Look it up or ask. Don’t guess.
Drivers and appropriate dispatch personnel should complete required Traffic Incident Management training.
⸻
23. WORKPLACE DRAMA
The towing industry can generate an incredible amount of rumors, gossip and bullshit.
Drivers fight.
Employees date.
People accuse dispatch of favoritism.
Somebody is always threatening to quit.
If management allows it:
THAT SHIT BECOMES CANCER INSIDE THE COMPANY.
The GM doesn’t police private lives.
He controls workplace behavior.
Harassment, threats, fighting, retaliation, favoritism and personal relationships interfering with work become management issues.
The standard:
Come to work. Do your job. Treat people professionally. Keep your personal drama from interfering with the company.
The GM doesn’t participate in the rumor mill.
He is the adult in the room.
And once again:
THE TAIL DOESN’T WAG THE DOG.
⸻
24. SOCIAL MEDIA
The Company will be developing the company’s social-media program.
The GM doesn’t run it.
He provides enough oversight to ensure inappropriate, unsafe, confidential or embarrassing company material isn’t posted.
⸻
25. CUSTOMER RELATIONSHIPS
As necessary, the GM meets with important commercial and government customers.
Listen.
Build relationships.
Find problems early.
Solve them.
Sometimes management is simply:
SHAKING HANDS AND KISSING BABIES.
⸻
26. CREDIBILITY
The GM doesn’t need to be everybody’s best friend.
He needs their respect.
His word should be gold.
If you say you’re going to do something:
Do it.
Be fair.
Be consistent.
Don’t play favorites.
Don’t make threats you won’t enforce.
Don’t make promises you won’t keep.
Employees don’t have to agree with every decision.
They need to know management means what it says.
⸻
27. ORGANIZATION
This position requires exceptional organization.
Phones may be ringing.
Police calls may be pending.
Twenty trucks may be moving.
A truck may break down.
A driver may call out.
A customer may be screaming about damage.
Another may be accusing us of stealing his imaginary diamonds.
A major recovery may be underway.
Contract paperwork may be due.
A government deadline may be approaching.
Two drivers may be fighting.
And somebody may owe us $30,000.
WE DON’T NEED A GM WHO ADDS TO THE CHAOS.
WE NEED A GM WHO ORGANIZES THE CHAOS.
⸻
28. COMPENSATION
The selected candidate will receive a negotiated annual salary appropriate for the experience and responsibility of the position.
The compensation package is intended to include:
Negotiated Annual Salary
Annual Performance-Based Bonus
Christmas Bonus Eligibility
Company Vehicle
Company Phone
Company Gas Card
The annual performance bonus will be based upon company performance and the GM’s contribution, including areas such as profitability, revenue growth, cost reduction, operations, staffing, contract performance, safety and A/R.
The philosophy is:
WHEN THE COMPANY DOES BETTER, WE WANT THE GM TO PARTICIPATE IN THAT SUCCESS.
⸻
29. THE FINAL QUESTION
Before accepting this job, ask yourself:
Can you remain calm while somebody is screaming at you?
Can you investigate a ridiculous accusation professionally?
Can you tell an angry customer no?
Can you defend an employee who’s right and discipline that same employee when he’s wrong?
Can you manage people without needing to be their best friend?
Can you control workplace drama?
Can you handle twenty problems simultaneously?
Can you answer the phone Saturday night when something significant happens?
Can you occasionally come in when the operation genuinely needs you?
Can you control costs?
Can you identify additional revenue?
Can you organize chaos?
Can you accept responsibility for something even though you didn’t personally do it?
And can you lead employees while remembering:
THE TAIL DOESN’T WAG THE DOG?
Because that is this position.
THE GENERAL MANAGER DOES NOT HAVE TO DO EVERYTHING.
THE GENERAL MANAGER HAS TO MAKE SURE EVERYTHING GETS DONE.
If that sounds miserable:
We would rather know now.
If that sounds like an operation you know how to run:
Then we want to continue the conversation.
:::
That’s the version I’d text to Kiana. The “tail doesn’t wag the dog” line actually ties several of your ideas together: respect your people, listen to them, treat them fairly—but management still manages.
First class automotive Transport LLC operates 4040 trucks and approximately 35 employees we have eight locations throughout Arizona. You would be reporting to our main offices in Phoenix.
First Class Auto Transport is one of the largest providers in the state for Arizona Department of Public Safety and the largest provider for Maricopa County Sheriffs Office offices. We have hundreds of commercial accounts and other municipalities.
Please contact Keana Bartel’s at safety@gotowaz.com. Please send résumé.
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