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