Yes, where he manages an essential function of the organization at a senior level with discretion over how that function runs day to day. Supervising staff is one route to managerial capacity and controlling a function is another, but the second demands considerably more evidence than an organizational chart.
Naming the function is the first thing and the thing most often skipped
Petitions built on function management frequently describe the applicant's seniority and never actually identify the function. Cormac's case has to start by defining it: pricing, procurement and delivery of restoration contracts, from the survey of a building through to handover. Then it must show the function is essential, which for a contractor working on irreplaceable structures is demonstrable through the consequences of getting a package wrong.
Then it must place him senior within the hierarchy rather than reporting through a layer that really controls the decisions. Finally it must separate directing from doing: he sets the pricing methodology, approves tenders above a threshold, allocates crews between projects and owns the margin, while estimators produce the numbers and foremen run the sites. Where the honest description is that he prices the work himself, the managerial basis is weak and the group should consider whether a different category fits better.