How to Successfully Recruit & Interview During COVID-19

Part I

In the last few months, we all had to hit the brakes on life and business as we know it to fully grasp the impact of the COVID-19 pandemic. Our standard business processes needed to transform to support effective decision making, because what may have worked in February is likely no longer adequate, or even possible. We have had a handful of clients put critical positions on hold for a variety of reasons, but the one reason that we have heard most is based on a lack of confidence or knowledge of running a successful recruiting/interview process during these times. Thankfully, this is where business process transformation comes into play, and adopting some new practices and making some tweaks has provided successful results in executive hiring.

Based on our experience in partnering with our clients, we can share with you what we have found to be the most successful approaches, keeping in mind that things are changing day by day. Like many businesses out there, 180one has always operated fully from our onsite offices, making the transition to working full-time from our homes quite a big adjustment at first. But, as it turns out, being physically present at work and successfully recruiting, hiring and onboarding new employees do not have to be mutually exclusive. In certain cases, we are even seeing better interview outcomes with these new methods being implemented, but more on that later.

The Mediums: Phone, Video, In-Person

Conducting virtual interviews is by no means a new phenomenon, but before COVID, the decision to use a certain medium was much more elective. We are now forced to leverage the virtual and in-person mediums in different phases of the interview process than we were previously accustomed to, and often for different reasons. Based on this, it is important to understand that we can’t simply swap out one medium for another without modifying the format and structure of the interview based on the medium being utilized at each step. For example, a panel/group interview can normally include a larger number of people when conducted in person, but when using video, we have found that there should be no more than two interviewers on the call, to reduce potential chaos and enhance relationship building. Additionally, with more people switching to virtual interviews, it is important to keep in mind the basic Dos and Don’ts of Video Interviewing to maintain professionalism and get the most out of every interview.

The Format: Structured interviews Are More Important Today Than Ever Before

At the end of the day, a candidate needs to be evaluated on their skills and their ability to perform the job. In addition, candidates still need to be recruited. Gone are the days where the interviewer says, “I knew they were our hire in the first five minutes.” That mentality tends to have an underlying bias, the likes of which, as recruiters, we are constantly trying to avoid. Structured interviews allow for a more open and impartial process with very thoughtful questions that directly tie back to the position’s success factors and are asked of every candidate going through the process.

Creating interview guides and candidate scorecards for each interviewer to evaluate and report their feedback during and after each interview has become even more important than before. It is helpful to reinforce what success factors need to be evaluated and provide an organized and consistent way to assess each of the candidates. We are finding that receiving feedback from clients who are adopting structured interviews and scorecards has been much more objective, concise, and accurate, which will ultimately lead to better hiring.

Now, let us explore how to incorporate the above information into each round of the interview process:

First Round Interview
While your previous first round interview process likely began with a phone screen, we recommend skipping that step altogether and transitioning right into a video call. With little to no opportunity for face-to-face interactions with candidates, it is of utmost importance to build personal relationships early on. Just as we mentioned regarding panel interviews, we suggest having no more than two interviewers at a time during this first round, allowing for the interview to be as personal and efficient as possible.

Second Round, etc.
Since there has probably been a “cut” made in the candidates from the first round to second round, it is easier to invite other members of your organization/team to get involved in the candidate evaluation process as well as possibly go to an in person interview at this time (or at another stage when appropriate). This is a great chance to dive deeper with some additional questions. Since most of the interviewers are probably working remotely, schedule a discussion with them or provide them an interview guide prior to the interview that outlines the role and success factors. In addition, create and distribute a scorecard to each interviewer with the categories that candidates need to be evaluated on, keeping everyone organized and on the same page.

In Person vs. Video
This topic is constantly up for debate based on several factors. How has your organization’s business been impacted by COVID? Is your business deemed essential by your state? How much of your team is working remotely vs. at the office? What is the comfort level of both the interview team and, more importantly, the candidate, with meeting in person? So far, we have had clients conduct every round of interviews by way of video, and we have also had clients use a mix of in-person and video.

For those who have performed at least one round of interviews in person, we have recommended that the client maintains consistency amongst all the candidates for that round. As a firm, we are in a fortunate position where we can ask the candidates what their comfort level of conducting an in person interview at that specific phase/time and if all candidates are comfortable, then we can move forward with an in person. However, if one candidate is not comfortable, we recommend that the client conducts a video interview for that round with all candidates. Consistency is key, and we need to take advantage having that control.

Making an executive level hire without the candidate ever seeing the offices or meeting their team face-to-face would be very unusual, and that is not something we believe should be normalized. Based on this, we have seen, and recommend, organizations reduce the candidate pool to finalists after a series of video interviews, and then invite the candidate(s) to the office for an in-person meeting. Clients are having candidates answer a quick health survey the day of the interview, setting up their conference/interview rooms with only the specified number of appropriately spaced chairs for the interviewers and the interviewee, eliminating handshakes, and possibly wearing a mask. It’s a good look for organizations to be taking the pandemic seriously while also taking the hiring process seriously, and it’s possible to prioritize both. We have found that communicating the logistics and the protocols to the candidate the day before the interview has eased some of the potential awkwardness or unease that could occur as most candidates have never interviewed in this type of environment.

Offer Stage
Depending on the relationship that has been formed with the candidate and the timing of the interview process, clients are still electing to extend offers in person when possible. However, the setting and environment has changed. From what we have seen thus far, the most popular venue to extend an offer to a candidate has been somewhere outdoors, like a park. The feedback has been extremely positive by both candidate and client as it provides them a safe opportunity to keep building a relationship with one another and ultimately reaffirms their decision to join the new organization. It is important to understand that while unemployment rates are increasing, unemployment at executive levels is still relatively low and organizations cannot forget that they need to recruit at every stage of the process.

Keeping Things Moving

While our daily lives are being impacted in just about everything we do at home and at work, sitting back and waiting for things to return to “normal” is not an option. How we adjust our business practices and processes will determine the rate at which, and the confidence with which, we can continue moving forward. We are not needing to reinvent the wheel when it comes to conducting interviews and working with candidates—we simply need to bring to the forefront all the tools and techniques that we typically keep on the back burner. There is a lot of ever changing uncertainty floating around regarding this global pandemic, but there is still stability to be found in the world of recruiting, hiring, and onboarding, and we hope to help ease you into this new “normal”.

Stay tuned for Part 2, where we will dive into the specifics of COVID-19 onboarding best practices.

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The Belichick Effect - Why Past Performance Doesn’t Predict Future Success

By Greg Togni • September 4, 2025

In leadership hiring, one belief persists above nearly all others: that past performance is the best predictor of future success. It’s logical, comforting, and intuitive. After all, if a leader delivered results before, higher revenue, a successful turnaround, a winning streak -they must be capable of doing it again. But that assumption is dangerously flawed. A growing body of evidence, real-world missteps, and cautionary tales suggest that evaluating a leader based solely (or even primarily) on past results can lead to costly misalignments. A recent example highlights this perfectly: The University of North Carolina’s headline-grabbing hire of NFL legend Bill Belichick as head football coach. With six Super Bowl rings and a reputation as one of the greatest coaches in history, Belichick’s track record was unparalleled. Yet in his college football debut with UNC, his team suffered a lopsided 48–14 loss. Suddenly, it was clear: past greatness didn’t guarantee future success in a dramatically different context. While we know Coach Belichick is very early in his tenure at UNC, it’s a fresh reminder that this example extends far beyond sports. It speaks directly to how businesses approach executive hiring, and why it’s time to shift the paradigm. 1. Context Is Everything A key mistake in interpreting a leader’s past success is ignoring the unique conditions under which that success occurred. Was the company in a growth market? Did the executive have access to elite teams, ample resources, or timing that favored bold moves? An executive who excelled in a highly structured, well-capitalized organization may not thrive in a lean, ambiguous, or turnaround environment. Just as Belichick moved from the resource-rich NFL to a university setting with completely different dynamics, many business leaders falter when they switch into unfamiliar ecosystems. Context can make or break performance, and no résumé bullet point can capture that nuance. 2. Success Is Rarely a Solo Act Leadership achievements often look like individual triumphs: “Led $500M product launch,” “Turned around underperforming division,” or “Grew revenue by 60%.” But these outcomes are almost always the result of collective effort. High-performing teams, strong market tailwinds, or favorable internal politics may have played a significant role. Without understanding the true contributors to success, companies risk crediting one person for what was actually a team-driven or market-driven win. Belichick’s NFL success, for example, wasn’t built in a vacuum, it involved legendary players, long-standing staff, and decades of organizational infrastructure. When hiring executives, we must dig deeper: Was the leader truly driving results, or were they simply in the right place at the right time? 3. The Skills That Worked Before May No Longer Apply Many executives ascend by mastering a particular set of skills, scaling a startup, optimizing supply chains, leading sales, but the demands of a new organization may require a completely different skill set. A tactically brilliant operations leader may struggle in a CEO role that demands vision, cross-functional influence, and public-facing leadership. Similarly, an aggressive change agent may clash with a culture that values steady consensus-building. In Belichick’s case, the NFL rewards control, discipline, and closed systems. College athletics requires recruiting 17-year-olds, navigating academic culture, and engaging with boosters. Translated to the corporate world: the same leadership playbook won’t always work in a different environment. 4. Cultural Fit Often Trumps Credentials More than half of executive failures can be traced back to a mismatch in values, communication style, or organizational expectations. Culture fit isn’t about superficial traits - it’s about deep alignment with how a company makes decisions, treats people, and approaches problems. A highly hierarchical leader from a Fortune 50 firm may feel paralyzed in a startup where decision-making is fast and informal. Conversely, a founder-style leader may chafe against the bureaucracy of a multinational. In Belichick’s case, the shift from professional players to student-athletes required more than tactical expertise - it required a mindset and relational approach that wasn’t part of his long NFL tenure. Culture was the hidden barrier. 5. The Future Requires Adaptability, Not Repeatability The pace of change in business today is staggering. AI, hybrid work, geopolitical instability, and generational shifts in employee values mean that today’s leaders must continuously learn, pivot, and adapt. Past performance often reflects a leader’s ability to optimize for the conditions that once existed - not necessarily their ability to navigate what’s coming next. Instead of asking, “What has this leader done?” the better question is, “How do they think? How do they learn? Can they lead through ambiguity?” Executives with linear, legacy-bound thinking may fall short in organizations seeking transformation. Adaptability, not a polished track record, is becoming the most valuable leadership asset. 6. The Halo Effect Clouds Judgment High-profile successes create a “halo effect,” where we assume someone who succeeded in one role will succeed anywhere. It’s why hiring managers are drawn to big names and prestigious brands. But prestige can mask weaknesses. Hiring a famous CEO from a household-name tech company might seem like a coup, until they struggle in a smaller, more complex environment with fewer resources. The same logic applies to Belichick’s move to UNC. The name was dazzling. The record was flawless. But the assumption of transferable success was flawed. Boards and hiring committees must challenge their own biases and evaluate candidates with fresh eyes. So What Should Companies Hire For? Rather than focusing solely on achievements, companies should shift toward evaluating capability and potential . Here’s how: Learning Agility : Has the leader successfully reinvented themselves in different roles or industries? Self-Awareness : Can they reflect critically on past experiences and acknowledge where they’ve failed? Cultural Intelligence : Are they attuned to the nuances of different organizational cultures? Systems Thinking : Can they see the big picture and lead across functions, markets, and time horizons? Emotional Intelligence : Do they inspire trust, connect with people, and lead with empathy? These traits are harder to measure than revenue growth or market share, but far more predictive of long-term success. The Goal Line The University of North Carolina’s hiring of Bill Belichick was bold, ambitious, and rooted in the assumption that his past greatness would translate seamlessly into a new role. When it didn’t, the world was reminded of a difficult truth: past performance is an input, not a guarantee. In business, the stakes are just as high. Leadership decisions shape strategy, culture, and value creation. To get those decisions right, we must look beyond the résumé and consider who a leader is, not just what they’ve done. Because in a world of constant change, the leaders who succeed are not those who repeat the past, but those who are ready to lead into the unknown.

New Opportunity: VP of Sales

By Effie Zimmerman • August 20, 2025

VP of Sales About the Company Superior Duct Fabrication is a recognized leader in the HVAC and sheet metal fabrication industry, known for our commitment to precision, innovation, and customer satisfaction. They serve some of the largest mechanical contractors and construction firms in the region and are poised for strategic growth. Superior is seeking an experienced, driven, and visionary Vice President of Sales to lead the team and drive new business nationally. In 2025, Seattle-based private equity firm Pike Street Capital made a platform investment in Superior to accelerate growth through geographic expansion, product innovation, and targeted acquisitions. With a strong leadership team, trusted customer relationships, and increasing demand for sophisticated air handling solutions, Superior is positioned for rapid, scalable growth. About the Position The Vice President of Sales will be responsible for leading all aspects of the sales and marketing organization—driving revenue growth, building and developing high-performing teams, implementing best-in-class sales processes and marketing, and expanding market share with top-tier key accounts. Essential Duties and Responsibilities Develop and implement a comprehensive sales and marketing strategy focused on achieving company growth objectives Recruit, mentor, and lead a high-performing sales team with a strong focus on execution, collaboration, accountability, and excellence. Create a culture of coaching, learning, and performance, using data and feedback for continuous improvement. Identify, prospect, and engage potential Key and Territory customers, including large-scale, strategic accounts, through relationship-building, deep industry knowledge, and competitive positioning, utilizing various channels, including cold calling, networking, and industry events. Utilize and maintain robust sales processes like MEDDICC to build and maintain a strong pipeline of qualified leads and opportunities. Craft and deliver compelling marketing content, presentations, and proposals demonstrating our unique value to potential customers. Quote, negotiate, and close deals with new customers, ensuring mutually beneficial partnerships. Collaborate with internal teams (operations, customer success, IT) to ensure smooth onboarding and satisfaction of new clients. Monitor market trends, competitor activities, and industry developments to identify new business opportunities and refine commercial strategy Achieve and exceed quarterly and annual sales targets for new customer acquisition. Maintain accurate records of all sales activities, leads, and opportunities in the company's CRM system. Provide regular reports on sales performance, market insights, and forecasts to senior management. Candidate Profile Bachelor's degree in Business, Sales, Marketing, or a related field. 10+ years of proven experience in B2B sales, 5+ years of leading high performing teams. Demonstrated track record of successfully acquiring new customers and meeting or exceeding sales targets consistently. Understanding of the construction, engineering services, HVAC industry and current market trends a plus but not required. Excellent communication, presentation, and negotiation skills. Ability to build and maintain relationships with C-level executives and decision-makers. Proficiency in CRM systems and Microsoft Office suite (knowledge of CAD/CAM, Autodesk a plus) . Travel of up to 50%. Interested in Learning More? 180one has been retained by Superior Duct Fabrication to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503-334-1350 / tom@180one.com .

New Opportunity: Director of Finance, Credit and Collections

By Effie Zimmerman • August 8, 2025

Director of Finance, Credit and Collections About the Company At Papé, our roots reach back to 1938 when our founder acquired his first capital equipment dealership in Oregon’s Willamette Valley. With 4,000 employees working in 150 locations across 9 western states, Papé has become the West’s leading supplier of capital equipment, representing brands such as John Deere, Kenworth, Hyster, Ditch Witch, and many other top-tier brands. Now, four generations strong, the value of an honest handshake and a square deal continues to drive our success and that of our customers. It’s a promise E.C. Papé made over 85 years ago – a commitment we intend to keep. About the Position The Director of Finance reports directly to the CFO and is responsible for leading the financial operations of the company, ensuring robust credit, collections, and cash application processes, accurate reporting, and compliance with tax and legal obligations. This position oversees a broad set of financial activities and teams, supports executive decision-making, and collaborates across departments including Human Resources, Sales, Legal, and IT. Essential Duties and Responsibilities C redit Oversee the full credit lifecycle, including: Credit investigations, credit extension, and denials with corresponding documentation. Management of online and paper credit applications through a software provider. API to Credit Bureau for all applicants. Development of Credit Report Scorecard through Credit Bureau. Administration of welcome and denial letters. Maintenance of documentation, maintenance of customer account details, contacts, invoice delivery preferences, and account change requests. Cash Account Set Up process and auditing. Collections & Risk Management Lead consistent collections process and procedures across all operating companies. Collections, unapplied payments, Account Status Reviews, Dispute Management, Customer account maintenance and reconciliation, including Adjustments, Journal Entries, Sales Tax Adjustments, and Sales Tax exemption certificates. Consistent use of Credit Release System designed to require document releases for customers over their credit limit. Resolve unapplied payments. Bi-Monthly Dispute Report Tracking. Bi-Monthly Aged AR Reports, including Aged Whole Goods, Rentals, COD Accounts, and accounts Over 60 Days Past Due. Refunds when necessary. Credit risk reporting to Credit Bureaus. Scorecard development. Use of 3rd-party agencies and outside attorneys. Bankruptcies claims. Repossessions, auctions, legal actions, and chargebacks. Fraud tracking and escalation processes. Accounts Receivable Direct accounts receivable operations. Cash Application and Payment processing. Oversight of daily payment processing, including: Payments through our Lockbox, ACH/Wire payments, Pape Online Payment Portal, collection of credit card payments through our collections software, and Pape Pay. Posting of all Customer account payments and financial adjustments. Oversight of Lockbox operations, chargebacks, returned checks, and virtual lockbox administration. Ensure timely processing of HR member payments for benefits. WEX – US Forest Service credit card payments. Pacific Rim Funding Review of new loan applications. Collection of payments, posting of payments, and resolution of returned checks or payments. Reconciliation of general ledger. Repossessions, auctions, bankruptcies, legal action. Aging Report distribution. Bad Debt and Reserves. Merchant Agreements Management of Merchant IDs, Visa, MasterCard and Discover, American Express, and collection software Merchant IDs. Ordering of New Merchant IDs during acquisition and organic growth. Contract Negotiations. Support contract negotiations with financial vendors and partners. Reporting & Financial Oversight. Deliver routine and ad hoc reporting, including: Monthly: Currency, Bad Debt, Reserves, Finance Income, Extended Terms, Contra, Recourse & Residual Guarantees, and Account Status Reviews. Annually: Unclaimed Property/Escheatment. Credit Bureau contract negotiation, user access reviews. Create an annual Budget & track progress toward financial goals. Coding and payment of departmental AP invoices. Annual Audits with Banks and Public Auditing Firm. Leadership & Staff Development Supervise Credit Managers, AR Manager, Credit Administrators, Credit Analysts, Credit Specialists, and office staff. Indirect reporting of Finance Managers, including: -Oversight of Contracts and payment of Commissions earned. -PMH – Contract Overages. -PMI – Insurance. -Finance Manager Annual or Bi-Annual Meetings. -PMH Annual Update for user access at Equipment Finance company. Hiring, onboarding, performance evaluations, and ongoing training (internal and external). Timecard oversight, overtime management, and weekly/monthly performance meetings. Coordinate with GMs and internal stakeholders to resolve escalations and align operations with strategic objectives. Internal Training of company and branch staff on procedures for: -Cash Deposits, Credit Card Report and Lockbox Remittance, and Scanning. Training Manuals. Systems, Procedures & Documentation Ensure accuracy and usability of financial systems, working closely with IT. Maintain up-to-date procedure manuals, training guides, internal/external forms, and departmental policies. Implement standardized practices for documentation, statement contacts, and customer profiling. Special Projects & Departmental Collaboration Participate in major cross-functional initiatives and support internal partners in Marketing, Sales, Legal, and HR. Represent the finance function in FM meetings, including travel logistics and agenda planning. Oversee public-facing forms, including credit applications. Oversee internal-facing forms, including Credit Card On File Approval documentation, credit card reporting, cash deposits, and check remittances. Manage Access of Customer Profile Levels throughout all Operating companies. Candidate Profile • Bachelor’s degree in finance, accounting, or related field. MBA or CPA preferred. • 10+ years of progressive financial experience, including 5+ years in a leadership role. • Strong knowledge of AR, credit policies, financial reporting, and sales tax regulations. • Proficiency in financial platforms and ERP systems. • Exceptional communication, organizational, and leadership skills. Interested in Learning More? 180one has been retained by Papé Group to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .