is hiring a General Manager to build and run its construction business. You own the sector end to end: the strategy for winning it, the relationships and partnerships that open it, the product priorities it needs, and the P&L it produces. You build on ’s platform, balance sheet and teams, and you are responsible for making the primary financial institution for construction.

The role is modeled on sector coverage at an investment bank. You decide which relationships matter, which partnerships can move hundreds of owners onto at once, and what the product must deliver to win them. ’s product, credit, risk and member experience teams execute and service alongside you. The role reports directly to the CEO.

Construction is one of the largest and most capital-intensive owner-operated sectors in ’s range. Contractors, specialty trades, developers and building-products distributors carry long receivable cycles, bonding requirements and heavy equipment and payroll spend, and they decide where to bank on the advice of a small circle of sureties, lenders, associations and software vendors. The General Manager owns that circle.

• Own the sector P&L. You are accountable for one number: owners in construction banking with and the revenue they generate. You build the model behind it, report against it weekly, and answer for it.

• Map the sector and cover it. Within 90 days you have identified the 200 people who move construction and have a coverage plan for each. From then on, that is where your time goes.

• Originate. Bring owners and firms to directly, through dinners, site visits, conferences, portfolio days and referrals. You represent in your sector and you are expected to be present in it.

• Structure the partnerships that move the sector. A surety or construction-lender referral program. A trade association. A franchisor or buying group. A construction ERP integration. A sponsor rolling across a portfolio of contractors. You identify them, negotiate them, and own the relationship after signature.

• Set the product agenda for your sector. You tell product leadership what owners require before they will move their primary banking relationship, in what order, and why.

• Build the team as the book grows. You begin with ’s account executives, account managers and member experience team supporting you. When the pipeline exceeds what one person can cover, you hire and lead your own sector team.

• Work AI-native. Research, relationship tracking, outreach and modeling run on tools you build or adopt, so your time goes to relationships.

• 7 to 12 years in investment banking, private credit, private equity, venture, or a senior commercial seat inside construction. You have a demonstrable record of originating business, not servicing it.

• An active network in construction. You can name the 50 people who matter and most of them would take your call this week.

• Fluent in how contractors are paid and where their capital gets tied up: margins, working capital, pay applications, retainage, bonding, and who lends against each.

• Comfortable structuring partnerships, negotiating referral economics, and working through a term sheet without support.

• You build your own models. Banker-level Excel and a working understanding of the unit economics of deposits, cards and credit.

• Experience in fintech, banking or lending, or selling a financial product to business owners.

• A standing in construction: a podcast, a newsletter, a conference stage, or a board seat at a trade body.

• Investing, advisory or operating experience in a company in construction.

• The sector and its owners. Who they are, how many of them fall in ’s range, how they make money and where their capital gets tied up.

• What they need from a bank. The products and terms that would make owners in the sector move their primary relationship, and in what order.

• The map. The 20 to 30 people and institutions that move the sector, and how many of them you know personally

• The first three partnerships. The programs that would put hundreds of owners on at once, and why each counterparty would say yes.

• The investment and the return. A light P&L for the sector: what would need to put in over the first two years (people, product, partnership economics, marketing) and how that investment comes back, in the form of owners banking with and the revenue they produce. We are looking for the shape of the business and the logic behind it.

• The plan and the team. How you will build this out and you will need to do it.

Treat it as a coverage pitch. Bring the map, the partnerships and the economics, and be ready to defend each one.