Managing Director of Facilities

The Role
The Managing Director of Facilities (MDF) sets the vision and multi-year strategy for facilities across KIPP Team & Family’s schools in Newark, Camden, Paterson, and Miami. Our bar is simple: every building is a place students want to run to and staff are proud to work in. The MDF owns that bar. They define it, build the systems and team to deliver it, and hold everyone accountable to it.
As a member of the COO’s leadership team, the MDF is a strategic thought partner to network and regional leaders on how our buildings support student learning, our growth toward 15,000 students by 2030, and our long-term financial health. The MDF leads through others: they develop a team of Regional Facilities Managers (RFMs) who own day-to-day execution, and they spend their own time on strategy, standards, capital planning, team development and stakeholder engagement.
The MDF partners closely with the MD of Real Estate & Facilities, regional operations leaders, Finance, and school leaders. They directly manage the RFMs in Newark and Camden and dotted-line manage the RFMs in Miami and smaller regions, who also own other operations workstreams.
What You'll Do
Vision and Strategy
Set the vision. Define and communicate a network-wide standard of excellence for facilities, so every region and school knows what “the bar of excellence” looks like.
Own the multi-year facilities strategy. Build and maintain a roadmap aligned to the 2030 plan, covering asset life, growth and new-site readiness (with Real Estate), sustainability, and risk.
Lead long-term capital planning. Commission deferred maintenance assessments every five years, build capital estimates into each region’s long-term financial model, and set the annual CapEx plan with regional operations leaders and Finance.
Make data-driven investment decisions. Use ticket data, walkthroughs, survey results, uptime and cost data to set priorities and bring clear recommendations to the COO and executive team.
Bring an outside lens. Benchmark against peer networks and industry practice. Identify opportunities in energy efficiency, sustainability, and cost savings.
Capital Program Leadership
The MDF leads large CapEx projects: generally $100K to $1M+, delivered without a general contractor or multiple trades (e.g., full roof replacements, building-wide window replacements, major HVAC, electrical, mechanical, plumbing or structural upgrades, and building-wide abatement). The Real Estate team owns complex, multi-trade projects such as building additions, field installations and major building or classroom reconfigurations.
Collaborate with regional operations leaders and the MD of Real Estate and Facilities to set a 5-year CapEx strategy for each region and on an annual basis prioritize and recommend the CapEx projects.
Set the governance model for CapEx projects: RFP standards, vendor selection, bid and permit review, approval gates, and status reporting.
Approve proposals for architects, engineers, and contractors on large CapEx projects to ensure they meet facilities standards.
Hold project teams accountable (project managers, construction managers, contractors and consultants) from planning through closeout. Delegate execution oversight to RFMs while keeping final accountability for results.
Protect instruction. Make sure school impact is anticipated, communicated early, and covered by contingency plans.
Set the framework RFMs use to plan and run small CapEx projects (under $100K) and review the regional project portfolio for quality and consistency.
Engage experts as needed (architects, engineers, building envelope specialists) for strategic repairs.
Own Communications - Set the standard for how large CapEx projects are communicated and make sure school leaders, regional operations teams, Finance and executive stakeholders get regular, accurate updates on schedule, budget, logistics and coordination, with RFMs delivering project-level updates to that standard
Standards, Systems and Compliance
Define minimum standards and specifications for life safety, access control and security systems; infrastructure (electrical, HVAC, plumbing, roofing, structural); and services such as cleaning, waste management, landscaping, snow removal, pest control and energy use.
Build scalable systems that make excellence repeatable: the preventive maintenance program, the work order system, facilities operating manuals, building documentation, and a network compliance database. Review and improve them every year.
Own the network compliance strategy. Ensure every region meets all local, state and federal facilities inspections, certifications, testing and reporting (including fire, elevator, boiler, emergency generator, air quality, water lead testing, fire suppression and detection, AHERA, and NJ Life-Hazard Use Permits), along with emergency preparedness planning.
Lead the walkthrough system with the Operations Leadership team: co-design the tool, calibrate observers, and join walkthroughs in each region.
Advance sustainability through energy use analysis, efficient fixtures and controls, eco-friendly cleaning products and recycling.
Team Leadership, Development and Accountability
Build a high-performing team. Hire, set goals for, coach and manage the performance of RFMs. Dotted-line manage RFMs in Miami and smaller regions, and support their managers on goals and development.
Clarify roles and decision rights across the MDF, RFMs, School Facilities Managers (SFMs) and school operations teams so ownership is never in question.
Develop talent at every level. Design and deliver annual PD for RFMs. With regional operations leaders, set the training scope and sequence for SFMs and custodial staff. Build certification pathways (CEFM for RFMs; Black Seal, OSHA and Asbestos Awareness for SFMs).
Hold a high bar. Manage performance of RFMs using clear metrics. Act quickly when results fall below the bar, whether the gap sits with a team member, a region or a vendor.
Set hiring standards for school-based facilities roles (approve job descriptions and interview processes).
Build a culture of urgency, service, excellence and ownership across the facilities function.
Stakeholder Engagement and Thought Partnership
Serve as an active member of the COO’s leadership team, contributing to network operations strategy beyond facilities.
Be a strategic thought partner to the COO, the MD of Real Estate & Facilities, regional operations leaders and school leaders. Translate technical issues into clear options, tradeoffs and recommendations.
Present facilities strategy, capital plans and performance to the executive team and, as needed, the board.
Build investment by engaging school teams in capital planning and leading proactive communication on major projects.
Build external relationships with municipal officials, landlords, inspectors, and key vendors and consultants.
Use staff voice. Partner with the COO on staff survey items about facilities and use the results to drive improvement.
Communicate frequently, proactively and effectively with school and regional leaders about facilities issues that arise and CapEx project planning, implementation, and delivery.
Financial Stewardship and Vendor Strategy
Own the network CapEx budget and set the network inputs and guidance for regional facilities operating budgets (utilities, contracted services, repairs).
Review regional budgets and spending against plan, flag risks early, and identify savings.
Own vendor strategy. Decide where network-wide contracts and joint purchasing create value, set performance standards and service levels, and review vendor performance at least annually.
Ensure timely payment of vendors on large CapEx projects.
Emergency Leadership
Serve as the escalation point for major incidents, including potential building closures, life-safety issues and severe weather. RFMs are first responders for routine after-hours issues.
Set emergency protocols and storm-preparation communications for all regions, and visit sites after major storms or facilities events.
What Success Looks Like:
100% of buildings are safe, compliant and functional 100% of the time
99% building uptime (days buildings are open and not closed due to a facilities issue)
95% of large CapEx projects delivered on time and on budget
By June 30, a 95% average score on Safety & Facilities walkthroughs, based on Ops Leader observations conducted at least twice a month
90%+ agreement on the spring staff survey item “My school building is well maintained”
90%+ agreement on the spring school support survey item “My school building is a good

Skills
HVAC, Documentation

Employment type
Full-time

Work arrangement
No