Job Summary
Read this part first
We are not looking for an HR generalist. We already know what HR does.
We staff, train, and manage the people who work inside luxury residential buildings, hotels, and public spaces across New York — porters, superintendents, front desk, concierge, valet, security. When a resident walks through their lobby, the person they see is ours. That interaction is the product.
Our industry is moving from filling shifts to delivering an experience. Most of our competitors have not noticed. We intend to be the company that proves it can be done at scale — and that gets decided by how our people are hired, trained, and held to a standard.
That is this job. You own the full employee lifecycle for 450+ employees across every property and service line, and you own the standard those employees are held to. If your instinct on reading that is "this is really a training and culture build with HR operations attached" — you are reading it correctly.
What we are trying to accomplish
We have grown roughly 70% a year. Growth is not the problem. The problem every company in our position runs into is that the thing which made you good at forty employees quietly stops working at four hundred — and you don't notice until a client notices first.
So here is the plan, stated plainly.
We are turning our workforce into the reason clients choose us. Not our pricing, not our response time, not our proposal. Our people. A building can replace a cleaning contract in thirty days. It cannot easily replace a team its residents have come to trust and like.
We want the experience to be identical at every property. Right now, how good the service feels depends partly on which site you walk into and who happens to be working. That is normal in this industry and it is exactly what we intend to eliminate. Consistency is the product. A resident in one building and a resident in another should be receiving the same thing, because both were trained to the same standard by the same company.
We want to sell a trained product at a higher rate. Our competitors send bodies to fill posts. We intend to send people who have been trained in how to carry themselves, how to speak to a resident, and what to do when something goes wrong — and to be paid accordingly. That only works if the training is real, which is why this role exists.
We want to grow our own leaders. Every Lead Porter, Lead Superintendent, and Site Manager we promote from inside is someone who already knows the standard. Every one we hire from outside is a gamble. Over three years we want the bench deep enough that new contracts are staffed by people we developed.
And we want the employee experience to be good enough to produce all of the above. People who feel unseen, untrained, and unheard do not deliver a warm greeting on hour seven of a shift. That is not a motivational statement, it is a mechanical one. The employee experience is upstream of everything a client ever sees.
Three years from now we intend to be the company that other operators in this industry are compared to. This role owns the part that decides whether that happens.
What we mean by hospitality — and what we don't
Almost every candidate we speak to hears "hospitality" and answers with customer service. They are not the same thing, and the difference is the entire job.
Customer service is reactive. Something goes wrong, someone fixes it, the client is satisfied. Every company claims it. It is table stakes.
Hospitality is what the person feels when nothing has gone wrong at all. It is the resident walking through the lobby at 7 AM and registering, without thinking about it, that this is a well-run building and these are people who take pride in being here. Nothing was requested. Nothing was repaired. Something was still delivered.
Our industry is discovering this late. Luxury residential is being run more and more like a hotel — residents who have travelled well expect their building to feel the way a good hotel feels, and they can tell within seconds whether it does. The buildings we serve are competing for those residents. We intend to be the reason they win.
Here is the part most people miss: you cannot hire your way to it and you cannot inspire your way to it. A naturally warm porter is a lucky accident. Twenty of them across nine buildings on three shifts is a system. That system is what you would be building:
- Defined standards, not adjectives. "Professional" is not trainable. "Stand, make eye contact, greet the resident by name if you know it, hold the door, and step aside" is trainable. Your job is to turn the feeling into observable behavior somebody can be taught, coached, and held to.
- Presentation as a discipline. Uniform, grooming, posture, where you stand when you are not busy, what you do with your phone. A resident reads a porter's body language before anyone says a word, and draws a conclusion about the entire company from it.
- Brand ambassador training from day one. A new hire's first day should communicate who we are and what representing us requires — before they ever set foot on a client property.
- Service recovery, and the authority to use it. Frontline staff trained and empowered to resolve a resident's problem on the spot, and to escalate correctly when they can't. A complaint handled well produces more loyalty than a complaint that never happened.
- Discretion and communication. Our people work inside people's homes. Knowing what to notice, what to say, what not to repeat, and how to speak to a resident having a bad day is a skill, and it is teachable.
- Inspection, not hope. Walk-throughs, mystery-shop-style audits, and site experience checks — followed by coaching, not punishment. A standard nobody inspects is a poster on a wall.
- Recognition tied to what clients actually value. When a resident compliments someone by name, that should reach the employee, their file, and their next review. Behavior that gets recognized is behavior that repeats.
- A leadership pipeline that carries it. Standards survive because supervisors model them. Develop the supervisors and the standard holds when you're not in the room.
One principle underneath all of it: it has to be hot at the bottom of the boiler for anyone to feel the heat ten floors up.If the porter on the overnight shift at a building you have never visited does not feel like part of something, no amount of polish at the top will reach the resident.
If reading this makes you want to argue with us or add to it, you're the person we're looking for.
What you will actually own
The standard. Define what white-glove service means at BSM in observable, teachable behaviors — presence, communication, discretion, service recovery, presentation. Write it down. Train it. Then go look at whether it is happening, because a standard nobody inspects is a poster.
Training and development. Day-1 orientation that runs the same way in every division. Role-based curricula for porters, supers, site leads, and office staff. 30/60/90 paths to productivity. Manager and supervisor training. Lead Porter, Lead Superintendent, and Site Manager development tracks so future leaders come from inside. Materials in English and Spanish.
Recruitment. You are the filter. Regional sourcing across all divisions, pipelines for hard-to-fill roles, seasonal forecasting, and hiring for service aptitude — not just task skill.
HR operations and compliance. Employee relations, benefits and open enrollment, PTO and leave, workers' comp and return-to-work, unemployment claims, I-9 and E-Verify, audit-ready files, and NY wage and hour. Union and prevailing-wage accuracy across applicable properties, including certified payroll support.
Day-to-day payroll activity. Timekeeping accuracy, pre-processing audits, overtime control, labor-budget adherence per site. Accounting owns final sign-off; you own catching the error before it goes out.
Engagement and retention. Recognition programs, surveys you act on, events, internal communications, and turnover strategies that move a number rather than describe a feeling.
You report to the CEO. Recruitment, HR, and payroll support report to you. The department also has to be strong enough to carry two divisions launched in 2026 — a licensed security company and a public-spaces division bidding district contracts across multiple states.
How we will measure you
Turnover and 30/60/90-day retention. Time-to-fill and time-to-productivity. Training completion and certification currency. Attendance, no-show reduction, and same-day fill rate. Payroll errors caught before processing. Labor-budget adherence per site. Client compliments versus complaints. White-glove audit scores. Internal promotion rate.
You will bring a concise dashboard on these to the CEO monthly.
Be honest with yourself about these
We would rather you opt out now than discover it in week three.
- On-site, Brooklyn HQ, Monday to Friday, 9:00 AM to 6:00 PM. Not hybrid. Not remote Fridays.
- On-call Saturday and Sunday. Buildings do not close and coverage problems do not wait.
- We run three shifts, seven days. Your day will get interrupted.
- This is a build, not a maintenance job. Much of what is described above does not exist yet. If you need six months of observation before your first change, this will not be a good year for either of us.
- Fast-paced with real volume. Fun if you want it. Miserable if you don't.
- Bilingual English/Spanish is strongly preferred. The large majority of our field workforce speaks Spanish. If you don't, tell us how you have made that work at scale before.
What we are looking for
Required
- 5+ years leading HR, people operations, or training for a frontline hourly workforce of 250+ across multiple sites
- Direct NY wage and hour experience — overtime, spread of hours, Safe & Sick
- Evidence you have built something that outlasted you: a training program, an onboarding system, a career path that produced actual promotions
- Comfort with data — you can tell us your turnover rate and what you did that changed it
- Excellent judgment in situations that are not covered by a policy
Strongly preferred
- Bilingual English/Spanish
- Hospitality background — hotel, restaurant group, luxury residential, private club, or high-end retail
- Union experience (32BJ, Local 6, Local 670 or comparable) and prevailing wage / certified payroll exposure
- Experience in facility services, building services, or residential property management
Who does well here Someone who operates independently and takes full ownership — leadership should not have to chase you. Someone who comes in with an approach and can defend it when it gets pushed on. Someone who holds a standard when the room drops below it, and who treats a porter and a client with the same professionalism.
We hire character over résumé. We can teach prevailing wage. We cannot teach whether you actually care.
Compensation and benefits
- $115,000 – $160,000 base, depending on experience, plus performance bonus tied to the metrics above
- Where you land in that range, and how the role progresses from there, is a conversation we will have directly and openly
- Medical, dental, and vision
- Paid time off and holidays
- Company phone with service
How to apply
Apply through this posting with your résumé. Do not send a cover letter.
Instead, answer this in a few paragraphs — plain text is fine, and we would rather read your thinking than a polished document:
A resident tells the property manager that our porter is polite but the lobby "doesn't feel like a luxury building." Nothing is broken and nobody did anything wrong. What do you do, and how would you know 60 days later whether it worked?
We read every one.
BSM Facility Solutions is an equal opportunity employer.
Pay: $115,000.00 - $160,000.00 per year
Benefits:
- 401(k)
- Dental insurance
- Employee assistance program
- Employee discount
- Professional development assistance
- Referral program
- Vision insurance
Work Location: In person
