Helping You Navigate Through This Pandemic

Planning is important, but the Plan is useless. I learned this phrase from a former colleague of mine who led our team through a strategic planning process back in the mid-2000s. At first, I thought he was intimating why bother going through the planning process since it won’t matter anyway, but at the end of the session I realized what he meant. The Plan is what you believe you can achieve based on the data you had in that current moment, but the planning process itself is what makes you think of the multiple scenarios you might encounter and how to react to them, based on different assumptions.

As a business owner and leader, I have recently had to jettison the 180one 2020 Plan based on COVID-19. While I am disappointed that we are having to temporarily shelve that plan, the pieces of that planning process will now become the hero of 2020 as we all shift to figure out how best to position our organizations to not only survive this disruption, but also to emerge stronger on the exit. Planning is the one business activity that allows me to sleep at night during moments of crisis as well as in moments of opportunity.

I have been connecting with many of 180one’s clients, friends and partners over the past week and we have been sharing what we are learning in the market and how we each can most effectively incorporate all this new information into our planning process during this pandemic. I thought it would be helpful to share some of those resources that I have found to be most helpful as it is not every month that we get to flex the crisis muscle.

The Planning Framework

My Vistage Chair shared a great resource with me from Bain Consulting that ultimately provides a framework on how best to organize and prioritize the planning process during crisis. This greatly helped 180one assess the current state of the union and look at the existing opportunities for 180one to become better and stronger. The emergence of a new mantra Better Stronger Together (hmmm…new tagline for 180one?) helped guide our team as we brainstormed our new plans.

Available Federal Programs - Families First & CARES Acts

On March 18 – the Families First Coronavirus Response Act was signed into legislation. The main components of this act were around providing sick leave for employees who are being impacted by the virus and providing extended coverage under FMLA once sick leave has been used. There are provisions in this Act that allow employers to receive reimbursement through tax credits for the wages paid to employees that use these benefits. Not to be overlooked are the provisions for unemployment insurance for employees who were temporarily laid off, allowing them to claim up to 4 weeks of unemployment without having to actively be seeking another job. Stoel Rives has done a great job of producing webinars on this Act that I have found very useful. In addition, Stokes Lawrence provided a helpful summary on the components of how employers can determine what financial assistance they might have access to under the Act.

On Friday, March 27th, Congress approved the massive $2 trillion CARES Act. While there are many provisions under this Act to become familiar with (here’s a section-by-section PDF), the main one that businesses under 500 employees are preparing for is the Paycheck Protection Program through the SBA, allowing for forgiveness of a loan up to 2.5 times a company’s monthly payroll (with some exclusions) if used for payroll, rent, etc., along with other guidelines. The main question is around when the application process will begin and as of yesterday, the SBA has set a lofty goal for Friday, April 3rd. In speaking with most banks, the application process should be easily accessible online. There are couple of great resources I have found on the CARES Act, including this one from the US Chamber of Commerce. I have a feeling that once the application process goes live it will be reminiscent to the frenzy you experience when purchasing concerts tickets to your favorite band.

Tax Man

I have been fortunate to receive some guidance from Mike Larson, who runs a local CPA firm, around what taxes and filings are due from an IRS perspective as well as Oregon Department of Revenue. The filing date of your 2019 individual tax returns have been extended from April 15th to July 15th, 2020, which is especially great news if you owe. In addition, any final federal 2019 tax payments or 2020 first quarter estimated tax payments have also been extended to July 15, 2020. However, the State of Oregon has not officially extended (as of yet) the deadline for first quarter 2020 estimated tax payments, but rather seems to be offering some sort of relief from an interest perspective.

Recruiting in This New Normal

Like most of the organizations out there, 180one went remote on March 12 by leveraging the technology that we have invested in over the past year. While we miss the office camaraderie that we gain by being together, we still hold our daily “huddle” via video conference to discuss each client project and lay out the day’s goals, and we are still able to connect with candidates and clients just as we would if we were in the office.

One of the unintended consequences (or benefits) of having a large population of the workforce switch over to full-time working from home is that they are more receptive to and more available to take our recruiting calls. So we are experiencing a much more positive response rate from candidates which has been good news for our clients.

Our clients have adopted video conferencing to conduct the first couple rounds of candidate interviews and we are providing guidance on how best to make these interviews a rich and positive experience for the candidate. We are seeing the recruiting timeline get accelerated as scheduling candidates/clients for video conferences is less cumbersome, and interviews are becoming more structured as the interviewer is truly focused on evaluating the candidates’ skills vs. who they “like”. This could actually aid the decision-making process around hiring the right candidate.

Planning is Important

Everything is happening so fast that it further supports “Planning is important, but the Plan is useless”. The plan we developed last week for 180one was already modified this week based on new information, and that new plan was again modified yesterday afternoon. However, we have our framework that we will continue to leverage with an understanding that some of the underlying data is going to change. I can live with that and sleep better tonight knowing that we will continue to figure it out!

Sleep Well!
~Greg

< Older Post

Newer Post >

New Opportunity: Chief Financial Officer

By Effie Zimmerman • October 13, 2026

Chief Financial Officer ABOUT THE COMPANY Kenworth Sales Company is a multi-generation, family-owned commercial truck dealership founded in 1945 and headquartered in West Valley City, Utah. With more than 1,400 employees across 38 locations, the company provides comprehensive truck sales, parts, service, leasing, rental, and financing solutions throughout the Intermountain West and Mid-Atlantic regions. Recognized as Kenworth Dealer of the Year in both 2020 and 2025, Kenworth Sales Company has built its reputation on quality products, superior service, and a long-standing commitment to its customers and communities. ABOUT THE POSITION Reporting directly to the President, the Chief Financial Officer provides strategic leadership and oversight across accounting, financial reporting, compliance, information technology, security and risk management, finance, and treasury. As a key member of the senior leadership team, the CFO plays an integral role in shaping the Company’s business strategy, financial direction, capital planning, and overall operations. Essential Duties and Responsibilities SENIOR MANAGEMENT Actively participate as a member of senior management to execute the company’s business strategy. Establish and maintain effective working relationships with the dealer principal, board of directors, family business council, president, COO’s, and senior management. Ensure compliance with the company’s vision, mission, and values. Coordinate the preparation of annual business plans for all departments, including forecasts for future business growth, general economic, industry, and financial conditions. Analyze financial operations and identify areas of improvement. Develop innovative and effective financing strategies to support Company operations and growth. Evaluate growth opportunities including valuation analysis, due diligence, financing, risk assessment, purchase agreement support, and post-acquisition integration planning. Develop and foster productive relationships with outside tax, legal, accounting, banking, insurance, and investment advisors as appropriate to support succession planning for ownership and management. FINANCIAL REPORTING Supervise the company’s accounting and financial reporting systems. Ensure financial statements fully and accurately represent the financial position of Company operations and comply with GAAP standards. Design, maintain, and enforce appropriate internal controls, approval authorities, segregation of duties, financial policies, and fraud prevention processes to safeguard Company assets and ensure the integrity of financial reporting and business practices. Ensure reporting compliance with government authorities and regulators, franchisors, and funding institutions. Engage and coordinate all audit functions as directed by the board of directors. Coordinate and supervise internal audits for compliance with Corporate financial standards and related Company policies and procedures. Develop and maintain financial dashboards, key performance indicators, variance analyses, and management reporting tools that provide Management timely insight into financial performance, profitability, liquidity, departmental results, and emerging business trends. RISK MANAGEMENT Supervise the company's risk oversight, including the identification, management, and remediation of physical, virtual, reputational, financial, strategic, and operational risks inherent in all Company operations. Engage and effectively manage physical damage, liability, and business operations insurance coverage, loss prevention, cybersecurity, etc. CASH MANAGEMENT Supervise the company's cash flow. Develop and review pro forma financial and cash flow forecasts to ensure adequate money supply for Company operations. Oversee customer account services, including the receivables process. Develop and maintain strong banking and lender relationships including credit facilities, borrowing capacity, debt obligations, lender reporting, covenant compliance, and other treasury activities. Administer the company's financial obligations, ensuring compliance with contract terms including accounts payable and payment schedules. INFORMATION TECHNOLOGY Supervise the company’s information technology (IT) program, including cybersecurity oversight, systems reliability, data protection, software and vendor management, disaster recovery planning, business continuity support, and technology initiatives. QUALIFICATIONS Bachelor’s degree in accounting, finance, business, or related field required; MBA and/or CPA preferred. Minimum of 10 years of progressively responsible experience in senior financial, accounting, or audit roles, with experience operating at a leadership level. Strong knowledge of GAAP, financial reporting, corporate compliance, financial analysis, acquisitions, and negotiations. Experience with business operations, information technology, and/or the heavy-truck or commercial vehicle industry preferred. Demonstrated ability to lead, develop, and retain high-performing teams while improving organizational effectiveness. Excellent communication, interpersonal, organizational, time-management, and decision-making skills. Ability to analyze complex business issues, develop sound financial and business-case recommendations, and communicate them effectively to senior leadership. Ability to work independently, manage multiple priorities, and operate effectively in a fast-paced, changing business environment. Willingness and ability to travel as needed for business purposes. Interested in Learning More? 180one has been retained by Kenworth Sales Company to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: General Manager- Leasing

By Effie Zimmerman • September 16, 2026

General Manager- Leasing ABOUT THE COMPANY With roots dating back to 1938, The Papé Group is the West’s leading supplier of capital equipment solutions. Today, Papé operates across nine states with over 4,000 team members, proudly representing premier brands including John Deere, Kenworth, Hyster, Ditch Witch, and more. What sets Papé apart is its commitment to long-term relationships, both with customers and employees. As a fourth-generation, family-led business, Papé believes in the value of a handshake, the importance of service, and the impact of leadership that stays close to the work. Papé Kenworth is one of the largest Kenworth truck dealers in the Western United States, providing sales, leasing, rental, parts, and service for medium and heavy-duty trucks. Founded in 2007 as part of Papé Group, the division supports commercial fleets and owner-operators with a commitment to maximizing uptime through exceptional customer service, expert technicians, and a network of locations across the West. ABOUT THE POSITION Reporting to the President of the Papé Kenworth business, the General Manager (GM) of Leasing will be responsible for all Papé PacLease company operations and performance. General areas of responsibility will include business planning, profitable business growth, asset management and profitability, vehicle maintenance standards, and the profitable sale of vehicles at the end of the leasing term. Additionally, this position will oversee the short term rental fleet and lease return sales, contract maintenance, rental performance, and financial and personnel management for this division. This role demands a strategic mindset, operational oversight, and a strong leadership presence to guide branch teams in delivering outstanding service, sales, and profitability. Essential Duties and Responsibilities Develop and execute the overall strategic plan for the leasing division, including revenue, profitability, fleet growth, operational standards, utilization, customer service, and retention. Establish annual and long-term business plans, budgets, forecasts, and performance goals. Drive revenue growth while maintaining disciplined control of expenses and operating costs. Manage fleet acquisition costs, depreciation, residual values, financing costs, maintenance expenses, insurance, and other major components of leasing profitability. Oversee the acquisition, deployment, utilization, maintenance, and disposition of fleet vehicles. Develop and manage processes and procedures for management and tracking of assets, including accurate visibility into lifecycle costs and total costs of ownership. Lead and develop the sales team and strategies for sales and customer acquisition. Establish a disciplined sales process, pipeline process, and forecasting. Ensure compliance with all applicable federal, state, and local regulations. Recruit, develop, motivate, and retain a high-performing leasing organization. Collaborate with dealership leadership to create a unified culture and operating strategy for the Leasing business. CANDIDATE PROFILE The ideal candidate brings a proven track record of successful management experience in commercial truck leasing or dealership environments. Key strengths include: Proven track record of successful management experience within the dealership or leasing environment. Demonstrated experience in developing teams, setting performance goals, and achieving sales targets. Experience developing and executing sales strategies that consistently exceed revenue and profitability targets. Experience leading and developing standard operating procedures for lease operations, asset maintenance and utilization, customer qualification, lease structuring and pricing, long-term leasing contracts, and customer communication. Preferred Bachelor’s degree is preferred, or equivalent combination of education and progressively responsible industry experience. 10+ years of progressive leadership experience in truck dealership or leasing sales and operations. Minimum of 5 years in leadership roles. Interested in Learning More? 180one is an executive search firm and is assisting Papé Group in this search. If interested in learning more about the opportunity, please contact Tom Haley/ 503.334.1350/ tom@180one.com .

New Opportunity: Chief Operations Officer

By Effie Zimmerman • August 13, 2026

Chief Operations Officer ABOUT THE COMPANY STUDSON is a fast-growing safety technology company based in Sherwood, Oregon, redefining industrial head protection. Founded in 2019, the company designs premium Type II safety helmets that incorporate advanced impact protection technology commonly found in sports helmets, helping construction and industrial workers get home safely every day. Driven by innovation and a strong mission, STUDSON is challenging a century of conventional hard hat design and is quickly becoming a recognized leader in the industrial safety market. ABOUT THE ROLE STUDSON is transforming industrial head protection through innovative technology, premium product design, and an uncompromising commitment to worker safety. Having established a strong market position and a solid operational foundation, the company is entering its next phase of growth. To support that growth, STUDSON is seeking a Chief Operating Officer to build the organizational operating system that will enable the business to scale while preserving the speed, innovation, and entrepreneurial culture that define the company today. Reporting directly to the Founder & CEO, the COO will be responsible for translating strategy into disciplined execution across the organization. While overseeing the company's operational functions—including supply chain, sourcing, planning, customer success, and quality —the primary mandate is broader: to create alignment, accountability, and repeatable processes that allow the organization to execute consistently as it grows. This executive will partner closely with every functional leader to improve cross-functional collaboration, strengthen decision-making, and establish operational processes that allow the business to move faster with greater clarity. Success will not be measured by maintaining operations, but by building an organization capable of scaling efficiently while delivering exceptional customer and financial outcomes. The ideal candidate is an experienced operator who has helped high-growth companies evolve from entrepreneurial organizations into disciplined, process-driven businesses without sacrificing agility or innovation. Essential Duties and Responsibilities Organizational Leadership & Operating Excellence Partner with the CEO to translate strategic priorities into company-wide execution plans. Design and implement a scalable business operating system that establishes standard work, management routines, visual performance management, and continuous improvement practices across the organization. Champion a culture of continuous improvement, equipping leaders with practical problem-solving methodologies that eliminate waste, improve execution, and increase organizational agility. Lead cross-functional process improvement initiatives that simplify workflows, reduce complexity, and improve quality, speed, and customer outcomes. Build management processes that improve alignment, accountability, communication, and execution across all functions. Develop an organization capable of scaling efficiently without creating unnecessary bureaucracy. Process Improvement & Business Scalability Lead the continuous evolution of business processes across the organization, leveraging existing technology platforms to improve execution rather than adding complexity. Standardize workflows where appropriate while preserving flexibility and entrepreneurial speed. Identify operational bottlenecks and implement practical solutions that improve throughput, responsiveness, and organizational effectiveness. Foster a culture of continuous improvement, disciplined execution, and data-informed decision-making. Supply Chain & Operational Performance Lead the end-to-end supply chain, including procurement, manufacturing partners, inventory planning, logistics, fulfillment, and customer success. Ensure operational capabilities support both current growth and future product expansion. Strengthen forecasting, inventory management, and S&OP disciplines to improve service levels while optimizing working capital. Build resilient supplier relationships and continuously improve quality, delivery, and cost performance. Cross-Functional Execution Partner with Product Development to ensure successful commercialization of new products. Collaborate with Sales and Marketing to improve demand planning, product availability, and customer responsiveness. Work closely with Finance to improve forecasting accuracy, margin performance, and operational planning. Support Human Resources in developing organizational capability, leadership effectiveness, and performance management. Business Performance Develop meaningful KPI’s and operational scorecards that provide visibility into company performance. Improve operational efficiency, gross margin, inventory productivity, customer satisfaction, and organizational responsiveness. Balance growth, profitability, and operational risk while maintaining STUDSON's commitment to quality and customer experience. People & Culture Build and develop a high-performing operational team grounded in accountability, collaboration, and continuous improvement. Create clarity around expectations, priorities, and decision rights throughout the organization. Help preserve STUDSON's entrepreneurial culture while introducing the operational discipline required for continued growth. IDEAL CANDIDATE Fifteen or more years of progressive leadership experience in operations, supply chain, or general management within a high-growth manufacturing organization. Demonstrated experience implementing or leading a business operating system such as Lean, the Toyota Production System, or a comparable continuous improvement framework that improved organizational performance and scalability. Strong understanding of operational excellence principles, including process mapping, root cause analysis, visual management, standard work, and KPI-driven performance management. Proven ability to build continuous improvement capabilities within leadership teams by coaching managers to solve problems systematically and sustain operational gains. Experience leading cross-functional business transformation rather than simply managing functional operations. Strong understanding of supply chain, sourcing, manufacturing, inventory planning, and customer operations. Proven ability to leverage an ERP and business systems to improve execution, reporting, and decision-making. Strong financial acumen with experience improving margins, working capital, and operational performance. Exceptional leadership presence with the ability to influence across functions and levels. Comfortable operating in an entrepreneurial, founder-led environment where adaptability, humility, and hands-on leadership are essential. Interested in Learning More? 180one has been retained by STUDSON to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com .