Jerry Owen

Operations Executive delivering over 15 years of expertise in high-capacity physical operations, commercial project management, and regional service delivery. Demonstrated success directing a $37M multi-site P&L and designing repeatable systems that ensure continuous safety and operational excellence at scale. Transitioning extensive experience in complex field execution, strategic vendor partnerships, and large-scale site coordination into a General Manager role with a premier restoration firm.

Dedicated to building world class rapid response teams and fostering deep customer trust during high-stakes mitigation.

Zero-to-One Division Builder & Turnaround Operator (General Manager) at Albert Nahman Plumbing, Heating, and Cooling (2025-08 – Present)

Partnered with the CEO on turnaround, pricing, membership, collections, AI-enabled growth, and team build-out for a zero-to-one electrical division. SCOPE: $18M P&L; residential + commercial plumbing, HVAC, and electrical; 30-person office, dispatch, and field team; direct CEO partnership

• Lifted sales conversion from under 30% to 40% and gross margin from 32% to 50% by tightening dispatch, field execution, and service-line pricing, leading to a higher-conversion, higher-margin service model.
• Expanded service capabilities by partnering with Restoration Partners across the East Bay Area to seamlessly manage asbestos and water damage incidents in customers' homes.
• Restructured $200K in monthly overhead and compensation by cutting unnecessary costs and reinvesting $47,040 into leadership pay, leading to $172,960 in six-month savings.
• Restored FY26 cash discipline by recovering $1M+ aged receivables and rebuilding collections for the $18M business, leading to total AR below 1%.
• Rebuilt Plumbing and HVAC membership programs with the CEO by redesigning pricing, retention, and capacity mechanics, leading to recurring revenue and customer-retention capacity.
• Launched the Q1 2026 electrical division from 0 by completing the build-out and setting pricing for a 50% margin against a $100K quarterly-revenue target, leading to a new service-line growth engine.
• Raised 5-star reviews 25% across Google and ServiceTitan by installing service-quality controls, technician performance management, and end-to-end job ownership, leading to better customer trust across service channels.
• Advanced AI-enabled growth by integrating ServiceTitan, Salesforce, Meta AI, and Arch into lead triage and conversion workflows, leading to a predictive service and sump-pump monitoring roadmap.

Factory-Built Housing Leader (Director of Operations) at Veev, by Lennar (2024-08 – 2025-08)

Built the project leadership bench to support high-pressure factory-built delivery from design through field acceptance. SCOPE: Project P39 (~$60M) within a $150M+ capital-budget environment; factory-built home production from design through on-site delivery; 5 project teams; 40 contractors; 25 equipment fleets

• Accelerated Project P39 delivery 250% by running 5 project teams through 7/14/21-day build sprints, leading to 39 factory-built homes completed in three months.
• Delivered 100% on-time performance by aligning 25 equipment fleets and 40 contractors to Lennar quality and safety standards, leading to reliable field execution and acceptance readiness.
• Improved margins 8% by installing live KPI reporting across the $150M+ capital-budget environment, leading to clearer cost visibility and resource allocation.
• Cut material and subcontractor spend up to 40% by renegotiating $100K vendor contracts and reworking delivery processes, leading to protected quality and schedule integrity.

Multi-Site P&L Owner & District Scale-Up (Market President) at U-Haul Company (2017-04 – 2024-08)

Owned district P&L, U-Box assembly scale-up, facilities, fleet assets, and management standards across the East Bay portfolio. SCOPE: $37M multi-site P&L; 9 self-storage facilities; 60 dealer locations; 37 direct + 150 indirect reports

• Grew district profit 42%, from $3.3M to $4.7M, by owning full P&L across nine facilities and 60 dealer locations, leading to reinvestment headroom across the portfolio.
• Scaled three business lines 62.5%, from $22.7M to $36.9M, by launching stalled self-storage projects and reworking local market strategy, leading to East Bay portfolio growth.
• Industrialized U-Box output from 1 to 45-50 units/week by building a manufacturing line and two 100,000+ SF warehouses, leading to 194% income growth ($3.5M to $10.3M).
• Reset a 37-direct / 150-indirect leadership org by replacing 90% of inherited management and standardizing hiring, firing, and promotion decisions, leading to accountability from shift lead to GM.
• Grew storage income 67.5% and U-Move income 28.4% by adding units, cutting delinquency, and reallocating underused fleet assets against live KPIs, leading to higher storage and moving income across the portfolio.
• Directed large-scale disaster recovery operations in partnership with external restoration firms, successfully managing remediation for a multi-unit apartment fire and a catastrophic underground fire-riser burst that flooded 500 drywall storage units.

High-Volume Site Operations Leader (General Manager) at U-Haul (2013-01 – 2017-04)

SCOPE: High-volume moving + storage location; 15-person team; resource allocation + service bottleneck remediation

• Raised throughput 50% and cut service bottlenecks 60% by streamlining workflows and resource allocation for a 15-person team, leading to faster customer flow and site capacity.

Branch Operations Leader - Advanced from Front-Line Service (Operations Manager / Customer Service Representative) at Comcast / Xfinity (2008 – 2013)

SCOPE: Branch operations; customer service execution; 10-person sales team; advancement from CSR to Operations Manager

• Advanced from Customer Service Representative to Operations Manager by leading branch operations and a 10-person sales team, leading to broader operations accountability.

Master of Business Administration in MBA – East London University (2026-05)