We are building a team of trailblazers, who embody growth, impact, and excellence.

Job Description

At Pinnacle, our vision is to make the world reliable, one customer at a time.

What does Reliability mean to you? For Pinnacle, reliability means our customers can trust that their facilities operate when and how they are supposed to. With a focus on data, Pinnacle drives to increase safety, efficiency, and evolve facilities to an optimized state through reliability. Pinnacle serves a variety of Industries, including:
• Oil & Gas
• Food & Beverage
• Specialty & Petrochemical
• Pharmaceutical
• Mining
• Agriculture & Fertilizer
• Lumber
• Water & Wastewater

Rooted in exploration, we constantly seek innovative ways to enhance industrial reliability. By fostering team development and embracing growth, we deliver added value to customers, creating a lasting global impact. This commitment drives us to cultivate bold future leaders, continuously reshaping the understanding of reliability.

Innovation resides at the heart of our core values—excellence, impact, and growth—propelling us toward our vision.

Why Advance Your Career at Pinnacle?
Our people are our driving force, vital in realizing our goal of a more reliable world. We prioritize fostering professional growth, offering comprehensive onboarding, training, leadership programs, and continuous learning opportunities. At Pinnacle, you'll expand your horizons across disciplines, collaborating with diverse teams, and participating in the development of leading-edge solutions. Curiosity, engagement, and impact are celebrated traits here. We strive for excellence in everything and seek people who share this drive to join our team. Our collaborative work environment encourages employees to develop the tools and techniques that redefine what reliability means to the industry.

Position
Manager (Services) - India

Picture of Success
A Pinnacle Manager is the delivery owner of the Customer Strategy Team. This means:

1. High-quality and predictable results are delivered by everyone using Pinnacle's best practices
2. Alignment is high through the enforcement of TPW cadence
3. Team members rapidly grow and develop into future Leads, Managers, SEs, and Partners

Performance Evaluation and Coaching

Managers' performance is evaluated during quarterly CSRs following the TPW structure. The rating is the weighted average of all the CSR scores, applying the following weights:

Delivery: 50% | Solve: 20% | Align: 20% | Understand: 10%                

Additional coaching happens during monthly project reviews and one-on-ones with the Director of Operations and Senior Managers.

More importantly, coaching is ongoing and not limited to formal sessions. The best growth moments usually occur while working with team members and peers. Everyone should actively seek feedback and coaching, independent of titles and formality.

Tactics & Habits of Strong Managers 

High-quality and predictable results are delivered by everyone using Pinnacle's best practices

Tactic

Build and maintain a project plan to deliver the committed value to the customer.

- Never start work without a visible plan.

- Review and adjust the plan weekly based on progress and risks.

- Align tasks to plan outcomes daily.

- Own the outcome.

- Know if you are on track at all times and say it clearly

Optimally prioritize activities and eliminate roadblocks for the team to deliver results.

- Prioritize by value, not activity, by constantly asking “What moves the needle most this week?”

- Eliminate or defer low-impact work.

- Look for roadblocks daily and remove them fast.

Ensure PMF standards i.e. deliverable requirements, quality checklist and procedures are in place for all active work and followed by the team.

- Do not start work without a proper task kickoff and deliverable alignment

- Team actively leverages procedures, quality checklists, keep the job aids open as they are executing the work

- Monitor the initial QCs scores and quality trends and provide required coaching to the team

Track quality and rework patterns across the team monthly. Perform root causes analysis for trending errors, treat it as a process problem and fix it systemically.

- Rework is never silently absorbed. Patterns surface automatically and trigger a fix.

- The instinct should be to review the process first

- Misses automatically trigger a ‘what do we learn from this’ conversation, not a ‘who is responsible’ one.

- RCAs are the team's normal response to failure, not an exception reserved for big escalations.

Ensure that Newton and QRO are being actively used to diagnose and solve reliability problems. Where they aren't, redirect and coach in the moment.

- The team's first instinct when facing a reliability problem is to go to Newton and QRO, not around them.

- Newton and QRO are embedded in how the team thinks, not tools they remember to use occasionally.

Drive a clear adoption strategy for Newton/QRO, ensuring consistent implementation, training, and integration across all workflow

Monitor adoption effectiveness through usage, quality and outcomes, and take corrective actions to close gaps

- Usage shows up in outputs without reminders

- New members ramp on Newton/QRO as part of onboarding  

- Methodology updates spread through the team without a formal rollout

- Team self checks Newton/QRO before submitting work

Work with urgency to anticipate and mitigate risks to deliver value per plan (schedule, quality, hours, resources).

- Before executing, ask “What could cause this to fail?”

- Build mitigation into the plan early.

- Adjust plans early when variance appears.

Lead team to deliver with structure and best practices versus “hero mode”

- Default to repeatable process, templates, and best practices (QRO, Newton, PMFs, implementation tools, etc.).

- Hold team members accountable to defined standards.

- Treat “heroics” as a signal to improve the system.

Audit PMF processes and workflows per sprint for adherence and gaps. Document deviations and assign actions to close them

- Create a culture of process first thinking in every decision. Standards are not enforced through reminders but should be teams normal way of working

Identify repetitive, manually intensive tasks and find ways to automate them. Standardizing the task wins across different projects.

- Default all tasks need to be evaluated through the lens of ‘should a human still be doing this’?

- Create a culture where team shares automation improvements and act on them for different projects.

Alignment is high across teams through the enforcement of TPW cadence

Tactic

Reinforce TPW cadence expectations across the CST

- Treat TPW cadence as non-negotiable.

- Prep before every meeting and follow a consistent structure.

- Keep sprint planning, standups, and CSRs on schedule.

- Review plans and variance drivers with Leads consistently.

- End meetings with commitments and action items.

Set a value-driven culture within team with QRO and value cases at the center.

- Answer “What value did we create?”  and “What value is coming next?” in every update.

- Share insights, plans, and decisions in writing.

- Facilitate effective standups, sprint plans, and project reviews.

Effectively connect with global Pinnacle team

- Actively observe tone, engagement, and responsiveness.

- After meetings, reflect on “What signals did I miss or see?”

Address misalignments constructively and assertively early on to avoid larger issues later.

- If something is off, communicate early and directly, even if incomplete.

- Identify misalignments, in writing, before meetings weekly.

Team members rapidly grow and develop into future Leads, Managers, SEs, and Partners

Tactic

Set clear expectations for team members and model excellence in TPW.

- Never assume alignment; state expectations explicitly.

- Define “what good looks like” for every deliverable (DRD) and role.

- Model TPW standards consistently in your own work.

Provide timely, insightful, and specific coaching to strengthen the team’s TPW abilities.

- Deliver feedback immediately (both positive and constructive), without waiting for formal reviews.

- Give positive and constructive feedback immediately and specifically.

Coach team members to own their growth plans (e.g., experiences, attaining knowledge, etc.).

- Ask “What’s your plan?” instead of “Do this.”

- Push team members to think, not just execute.

- Balance knowledge-building with real application and experience.

- Build QRO/Newton fluency through hands-on problem solving.

Maintain a high level of excellence on the team by making required moves with urgency.

- Address performance gaps early and directly.
- Act quickly when standards are not met.

- Avoid tolerating mediocrity; it compounds.

- Make necessary team changes to protect overall performance.

4.Required Skills and Knowledge

Execution & Project Management

• Project management fundamentals
• Strategic planning and organizational alignment
• Resource planning and allocation
• Risk identification and variance recovery
• Agile operating cadence (sprint planning, effective standups
• Data-driven decision making
• Deep problem-solving and critical thinking
• Newton models

Communication & Leadership

• Active listening and direct feedback (Crucial Conversations)
• Coaching for performance improvement
• Holding team members accountable to standards
• Leading through influence and professionalism
• Accountability and adaptability
• Hungry, humble, smart and grit

Benefits

The Complete You

• Health, vision, and dental insurance, life insurance, paid time off (PTO), paid holidays, 8 hours of volunteer paid time off (VPTO), and maternity and parental leave. 

Company Celebrations 

• Quarterly town hall and fellowships, length of service awards where employees receive additional paid time off and bonuses to cover travel expenses for anniversary milestone trips (5, 10, and 15 years). 

Empowering You for Success

• Opportunity to participate in Customer Service Teams (CST) that help facilitate collaboration and project support, access to company technology stack of Microsoft Office 365 Suite and MS Teams, comprehensive onboarding, on-demand training, regular lunch and learns, supervisor and accountability training, leadership development programs, continuous learning opportunities, and more.

The Pinnacle Way (TPW)

TPW is our definition and accountability to ensure a consistent and effective experience for our customers. TPW includes 4 key elements of the customer experience and it guides the way we work:

We Understand: what the true goals and objectives are for the facility, leaders, and personnel that we engage.  We will also go to great lengths to define the value of our work so we can measure our progress and return that value accordingly

We Solve: whatever problems or obstacles are required to help each customer achieve their reliability goals. It is here that we make sure that we bring all our resources to bear to help that site reach new reliability heights

We Execute: with excellence. This means that our work processes are tight, our quality is high, and our delivery is consistent

We Align: when our team and the customer are operating with a cadence and structure that is clear and consistent, ensuring that our solutions and our execution are moving forward, we are documenting progress, and measuring value

Working Environment  

• Conditions may include working inside and/or outside.  May work around office machinery with moving parts and moving objects.  Working near radiant and electrical energy.  Working closely with others or working alone.  Working extended or irregular hours and travelling by all possible modes of transportation.

Physical Job Requirements

• Ability to walk, stand, sit, kneel, push, stoop, reach above the shoulder, grasp, pull, bend repeatedly, climb stairs, identify colors, hear with aid, see, write, count, read, speak, analyze, lift and carry under 30 lbs., and perceive depth.

Tools and PPE Requirements

• Equipment (machines, tools, devices) used in performing the essential job function include but not limited to computers and related equipment, calculators, copiers, fax machines, and telephone. 

Limitations and Disclaimer

This job description describes the general job duties, accountabilities and physical requirements associates with the position; it is not an exhaustive list of all the duties, accountabilities, or skills required for the position.

The general job duties, accountabilities and physical requirements associated with the position are subject to modification to reasonably accommodate individuals with disabilities. Some physical requirements may exclude individuals who pose a threat or risk to the health or safety to themselves or others.

This job description neither states nor implies that the listed general job duties, accountabilities, and physical requirements associated with the position are the only tasks expected of an employee. An employee is also required to follow any other job-related instructions and perform any other job-related tasks requested by their supervisor and not in violation of any applicable laws, regulations, or rules.

Requirements are representative of minimum levels of knowledge, skills, and abilities. To perform this job successfully, an employee must possess the abilities and aptitude to perform each duty, accountability, and physical requirement proficiently.