Director of Professional Services

We are a growing IT company; a great place to start and grow your career! CCS is a leading technology consulting firm providing best in class solutions to our clients for over 45 years. Expressed simply in our tagline – Right People, Right Results, Right Careers! Our philosophy is, in fact, an obsession that drives our behavior, our culture and our work. It’s why we put tremendous emphasis on hiring individuals that embody the principles that align with our obsession. We continue to successfully provide network integration, support services, products solutions, and applications services to our valued clients in the northeast. Our focus is simple...our goal is to make technology easy and to help our clients use it as effectively as possible. The Director of Professional Services owns the Professional Services division as a standalone business — its people, its delivery outcomes, and its full profit and loss. The role is a peer to the Director of Managed Services: Managed Services carries the recurring operational estate, Professional Services carries every engagement with a defined start and a defined finish. This is a national role, staffed across all five regional markets and the acquired entities within them, accountable for one consistent standard of execution regardless of where work originates. Four practices report to this leader — the Project Management Office, project engineering and consulting, security incident response and remediation, and an advisory practice delivered through assessments — and are expected to operate as one integrated capability rather than four adjacent teams: a breach engagement should draw a project manager, a remediation engineer, and a post-incident assessment from the same organization without a divisional handoff. At A Glance:  Owns the complete Professional Services P&L — revenue, gross profit, and contribution — including budget development, quarterly forecasting, and monthly actualization against plan. Accountable for project-level margin and revenue realization against contracted value, including identification and recovery of scope creep, unbilled effort, and margin leakage before close-out. Determines the divisional resource model: bench size and composition, billable capacity against forecast demand, and the use of subcontract or partner delivery where internal capacity is the wrong answer. Owns delivery-side estimating discipline: work breakdown structures, level-of-effort models, and the assumptions underpinning fixed-fee, time-and-materials, and value-based engagements. What You'll Do: Delivery Execution and Portfolio Governance Maintains complete visibility and control across the project portfolio — scope, schedule, budget, risk, and resourcing — in every market and vertical served. Converts executed statements of work into staffed, scheduled, governed engagements delivered on time, on budget, and to the quality standard represented to the client. Enforces a single national delivery methodology: kickoff standards, client-facing documentation, governance cadence, change control, formal close-out, and retrospectives that correct future estimating. Identifies engagement risk early, intervenes personally on distressed projects, and arbitrates resource contention across concurrent engagements and regions. Incident Response and Remediation Owns the incident response and remediation practice for security and breach events — response readiness, engagement mobilization, containment and remediation execution, and stakeholder communication under active incident conditions. Maintains a defined interface with the Security Operations Center: the SOC detects, triages, and escalates; this division owns the remediation engagement through closure. Establishes the commercial and operational structure for incident work — retainers, response commitments, surge staffing, after-hours mobilization — absorbed without destabilizing the committed portfolio, and ensures a defensible documentary record. Advisory and Assessment Practice Builds and scales the assessment practice — infrastructure, security posture, cloud readiness, operational maturity — as repeatable, productized, margin-accretive offerings rather than bespoke effort priced per opportunity. Standardizes assessment methodology, deliverables, and findings frameworks so output quality is a function of the practice rather than the consultant assigned, and develops talent capable of executive-level advisory work. Positions assessments as the front end of the client lifecycle, producing findings that convert into remediation projects and recurring managed services engagements. Scoping and Commercial Partnership Accountable for service delivery and proposal fulfillment: validates that scoped work is deliverable, correctly estimated, and staffable before commitment, and owns the outcome once it is committed. Serves as the delivery authority in pre-sales, signing off on estimates, assumptions, exclusions, and delivery risk, and partners with sales and account leadership on positioning and follow-on work. Professional Services currently retains solution design, scoping, and statement-of-work authorship. As the pre-sales engineering function is established, that ownership transfers and this role’s accountability narrows to delivery-side validation and fulfillment. The Director is expected to lead that transition, including the transfer of estimating knowledge and the criteria by which delivery accepts handoff. Organizational Leadership Selects, develops, and retains the divisional team across all five markets, consolidating varied legacy regional practices into a single national operating standard. Builds the career architecture for project management, engineering, and consulting tracks — tiering, specialization, and progression — consistent with national job title and compensation standards. Enforces divisional policy and internal controls, includ