Vice President, Data Centers

ABM is seeking a Vice President, Data Centers to build and scale the company's data center business into a coordinated enterprise growth platform. ABM already is an established service and solution provide in the data center environment — electrical capital projects and power systems, NETA testing, UPS and critical power maintenance, mission-critical facilities operations, mechanical services, and stationary engineering — but that work is delivered by several operating businesses and has never been led as a single market-facing business.

This role changes that. The Vice President, Data Centers owns the demand side of the vertical: the market strategy, the named account portfolio, the channel relationships that govern access to the work, the pricing and bid discipline that protects margin, and the consolidated commercial forecast committed to the division. Delivery remains with ABM's operating platforms. The role's power comes from explicit decision rights, executive sponsorship, and the credibility to make growth executable.

The market opportunity is not the constraint. ABM's exposure to AI and hyperscale infrastructure demand is real and growing, but the company is underweight in the fastest-growing segments and fragmented in how it goes to market. This leader is hired to fix both.

Compensation: $242,900 - $451,100

The pay listed is the salary range for this position. Any specific offer will vary based on the successful applicant’s education, experience, skills, abilities, geographic location, and alignment with market data.

You may be eligible to participate in a Company incentive or bonus program.

Benefit Information:

ABM offers a comprehensive benefits package. For information about ABM’s benefits, visit ABM Employee Benefits | Staff & Management

The mandate

Three outcomes define success in the first twenty-four months.

• Build a single, credible enterprise go-to-market. One ABM face to the data center market, with a defined offering set, a clear route to market, and a value proposition that spans hard and soft services rather than competing trade by trade.

• Convert scale into share. Establish disciplined strategic account management on a named portfolio of hyperscale, colocation, and enterprise owners — and separately on the EPC and electrical contractor channel that controls scope and vendor access. ABM's growth depends on covering both.

• Grow profitably and deliberately. Margin varies widely across the vertical's service lines. The role is accountable for setting a margin floor, exercising the right to decline work, and crediting commercial performance on gross profit rather than revenue, so that growth strengthens the P&L instead of diluting it.

Primary accountabilities

• Own the enterprise data center growth strategy: priority segments, target accounts, geographic focus, offering roadmap, partnerships, and the investment case to support them.

• Build and manage a qualified pipeline that supports revenue, backlog, gross margin, and operating profit objectives, with clear stage gates, pursuit prioritization, win strategies, and forecast discipline.

• Develop trusted executive relationships across hyperscale, colocation, enterprise and AI and customers; serve as executive sponsor for strategic accounts and high-value pursuits.

• Own the named account model — account plans, ABM-wide wallet estimates, share-of-wallet targets, defend plans, and quarterly reviews — with a single-threaded owner for every priority account.

• Own the channel strategy for national EPCs, electrical contractors, and design partners who determine scope and approved-vendor access.

• Own the consolidated data center commercial plan and forecast, including pricing approvals above threshold on named accounts, the margin floor, and bid / no-bid authority on multi-service bundled scopes.

• Partner with the delivery platforms early and continuously on capacity, technical capability, staffing, risk, and customer commitments, so that every commitment made in the market can be delivered.

• Define the governance and RACI model connecting sales, estimating, engineering, construction, commissioning, operations, procurement, finance, legal, and safety.

• Build the commercial organization, talent, and partner ecosystem required to scale the platform without compromising safety, technical quality, or financial discipline.

Growth strategy and go-to-market

• Translate data center market demand into a focused growth plan with defined offerings, target customers, route to market, competitive differentiation, and investment requirements.

• Build the enterprise value proposition that packages ABM's capabilities — electrical EPC and power systems, microgrid and on-site generation, NETA testing, UPS and critical power maintenance, mission-critical operations, mechanical services, and facilities engineering — into offerings a customer can buy as one.

• Prioritize growth in recurring technical services, maintenance, commissioning, reliability, and lifecycle work alongside project and construction-related revenue.

• Establish the commercial route into the vertical for each delivery platform, with defined ownership, so that channels reinforce rather than compete.

• Evaluate organic investment, partnerships, and acquisitions that expand technical depth, geographic coverage, customer access, or delivery capacity.

Strategic account management

• Establish and run a disciplined account model on a named portfolio of priority owners, each with an executive sponsor, a single-threaded relationship owner, a written plan, a share-of-wallet target, and a defend section held to the same rigor as the grow section.

• Build multi-level relationships across customer executives, development and construction teams, critical facilities operations, engineering, and procurement.

• Lead executive engagement on renewals, escalations, strategic expansions, major pursuits, and customer recovery; ensure ABM presents one coordinated enterprise face.

• Use delivery performance and account economics to identify expansion opportunities and protect long-term relationships.

Channel and partner coverage

• Name and manage coverage of the national EPC and electrical contractor partners through whom a significant share of data center scope is awarded.

• Recognize and manage the two-sided coverage problem: the contractor decides scope, the owner decides who sits on the approved vendor list. Build account executives against owners and named channel managers against partners.

• Negotiate master agreements, preferred-vendor positions, and partner programs that create durable, repeatable access to work.

Commercial execution and operating alignment

• Qualify opportunities against ABM's capabilities, risk tolerance, delivery capacity, margin requirements, and strategic priorities before significant pursuit resources are committed.

• Build integrated pursuit teams with operations at the table from the outset; confirm scope, assumptions, staffing, schedule, pricing, subcontractor strategy, safety requirements, and handoff plans.

• Apply formal operating gates from qualification through award, mobilization, turnover, and steady-state delivery, preserving clear ownership of decisions, risks, and customer commitments.

• Convert wins into successful starts and reliable delivery in partnership with platform leaders. This role is accountable for ensuring growth is executable; operating leaders remain accountable for day-to-day delivery.

• Escalate delivery and capacity risk early, with clear actions, owners, dates, and measurable outcomes.

Financial and organizational leadership

• Own the consolidated data center commercial plan and multi-year outlook, including revenue, backlog, gross margin, operating profit, headcount, and capability investment.

• Sign one consolidated forecast to the division; platform components roll up to this role rather than being committed separately.

• Maintain an accurate rolling forecast and explain performance against plan — pipeline conversion, revenue timing, margin movement, customer concentration, and cash implications.

• Build a scalable commercial organization balancing account management, channel leadership, solution and technical expertise, estimating support, and program leadership.

• Develop leaders and succession depth; build a culture of accountability, collaboration, safety, customer focus, and continuous improvement.

Measures of success

Dimension

Expected outcomes

Growth

Sustained growth in qualified pipeline, bookings, backlog, recurring services, and profitable revenue; measurable share gain in hyperscale and colocation.

Customer

Named account portfolio established with executive access, documented plans, improved retention and expansion, and recovery of at-risk relationships.

Channel

Named coverage of top EPC and contractor partners, with master agreements and approved-vendor positions in place.

Margin

Growth achieved at or above the established margin floor; commercial credit tied to gross profit; visible improvement in mix.

Execution

Pursuits and mobilizations aligned to real operating capacity, with clean handoffs, fewer surprises, and reliable delivery.

Financial

Delivery against revenue, margin, operating profit, and forecast accuracy commitments on one consolidated number.

Scale

Repeatable offerings, governance, talent, and partnerships that let the business grow without compromising safety or quality.

• Senior executive experience leading growth, strategic accounts, or a P&L in data centers, mission-critical infrastructure, critical operations, technical services, electrical or mechanical construction, or a closely related sector.

• Demonstrated success building an enterprise go-to-market in a fragmented or newly consolidated business — not only managing an established one.

• A track record of growing complex enterprise accounts with hyperscale, colocation, or large enterprise owners, and converting relationships into durable, profitable work.

• Working knowledge of data center infrastructure and operating environments: critical electrical and mechanical systems, power reliability and resiliency, commissioning, maintenance, uptime standards, and site access and safety requirements.

• Experience selling through and with the EPC and electrical contractor channel, including master agreements and approved-vendor processes.

• Proven ability to lead through influence in a matrixed or decentralized organization where delivery depends on multiple operating businesses.

• Commercial judgment and financial fluency — margin structure, mix, pricing discipline, forecast integrity — with the executive presence to move between customer strategy, operating detail, and enterprise decision-making.

• Bachelor's degree required; advanced degree or relevant technical credentials valued.

   

Leadership profile

• The successful candidate is externally oriented and commercially accountable while remaining grounded in the realities of field execution. They pursue growth with an explicit delivery model, a credible staffing plan, and a named owner for execution — never on optimism. They create leverage across ABM by bringing the right capabilities together, strengthening strategic customer relationships, and helping operating leaders win and deliver work that is safe, reliable, repeatable, and financially attractive.

• This is a builder's role in a company with real scale behind it. It requires someone comfortable operating without direct control of delivery, willing to be measured on outcomes they influence rather than command, and confident enough to decline work that does not meet the standard. A practical, low-ego style that earns trust with customers, field leaders, technical professionals, and corporate executives alike is essential.