Inside-Out: Developing a More Diverse Workforce From Within

Today’s post on The Water Cooler tackles the gigantic issue of diversity in the technology industry. While tech companies from Silicon Valley to the Silicon Forest to Seattle are adopting strategies to increase diversity in the industry, how can internally developing employees help the industry solve the diversity problem?

First, take a good, hard look at developing internal talent. Here’s a lesson in professional development from Walt Disney, one of the 20th century’s most iconic businessmen and innovators.

How Walt Disney Used Talent Development to Win at Animation

The production of Bambi (1942) is one of many examples in which Disney, instead of going to outside sources to solve creative problems, chose to develop his existing animators in order to raise the bar in animation. Despite being a difficult feature to get rolling, Bambi marked an incredible achievement of resource development for the Studios. Disney wanted the animals to move realistically, as animals would move in their natural habitats, which had never been done before.

Instead of approaching the situation by looking to hire someone with that established skillset, Walt Disney sent his animators to art school in the evenings to hone their craft, and brought in live animals, including deer and raccoons, to the studio for them to study. These professional development initiatives enabled Disney’s animators to achieve realistic movement in the characters of Bambi. Retrospectively, Bambi is lauded as an animated achievement, and marked the first on-screen credit to Retta Scott, the Studios’ first female animator, who was brought onto the project because of her skilled charcoal sketches. Through this example of Disney’s utilization of professional development, and his ability to recognize and develop the skillsets in his team that were needed to complete the film, Bambi transitioned from a problem production, to an animated achievement.

The story of Walt Disney and Bambi shows us that internal investments pay dividends in achieving innovation. Now what can talent development do to help the diversity gap plaguing the tech industry?

But First, That Diversity Gap

The lack of diversity (in both race and gender) in one of the nation’s fastest-growing industries is not just a Silicon Valley problem, as the Silicon Forest is also experiencing a lack of gender diversity in Portland’s tech scene. When it comes to women in tech, Portland has a “a gender pay gap of 80.1 percent and only 24 percent of tech jobs filled by women.” Nationally, numbers for women in tech aren’t looking so great either. In 2015, women made up 25 percent of computing-related occupations, with only 9 percent of those women being women of color, according to a study done by the National Center for Women in Information-Technology.

For tech-giant Intel, the company found that the numbers weren’t pretty either. Furthermore, they realized that simply releasing data on the company’s diversity was not enough to bring about actionable change. However, Intel took it further and “set ambitious diversity goals, and tied managers’ bonuses to them. Intel also stated it would become the first high technology company to achieve ‘full representation’ of women and underrepresented minorities by 2020,” quoted in an April 2016 article by Inc. It’s important to note that “full representation” doesn’t necessarily mean 50 percent men and 50 percent women, either – Intel clarified in their goals that full representation meant “reflecting the available talent marketplace for the groups and businesses in which you hire,” which for women is still only 27 percent.

While Intel has made serious strides in improving diversity in the workplace (43% of last year’s hires qualified as diverse hires), this surfaces the question plaguing the technology industry: How do companies then not only tap into the available talent marketplace of diverse hires, but rather what can they do to develop and increase that talent pool beyond the existing 27%? Arguably, going above and beyond by implementing strategies to move the needle and achieve more than 27% representation for women in technology, could very well position companies in a proactive position to considerably alter the landscape (and reputation) of the industry for the better.

Recruiting for a More Diverse Workforce

For many technology companies, including giants Intel and Microsoft, the strategy of achieving “full representation” relies heavily on reformed recruiting and hiring. A variety of technology companies have identified more proactive strategies that help them operate more inclusively within recruiting and hiring. Microsoft, for example, recruits from a wide breadth of conferences and events that are inclusive. Adopting more inclusive language into job descriptions is also a strategy companies are adopting. Social media technology company Buffer found that removing the word “hacker” from their engineering job descriptions made their applicant pool more inclusive. Additionally, organizations are crafting more diverse panels of interviewers; it’s required by Intel that each open position has a diverse slate of candidates and a diverse interviewing committee.

Retention Is Key!

Once diverse hires have been made, retention is a struggle. Additionally, it doesn’t help if organizations are in metro areas that already struggle with diversity, regardless of industry. In a 2016 Metro report, only one-quarter of Clackamas and Washington counties identify as a race other than white, which in turn increases the competition when hiring diverse talent. When one company comes out on “the winning end” or is hiring diverse talent, other companies take notice and poach that talent, leading to a huge problem facing diversity in tech. Instead of poaching, companies should find ways to retain and develop the diverse talent they have, and invest in professional development, as it has been shown to alleviate some of the staggering attrition rates for the diverse talent pool in technology. For engineering specifically, the National Center for Women in Information- Technology found that the attrition or “quit” rate was 40%, with an overall average of 41% across all computing-related occupations – compared to just 17% for men.

Attrition Rate in Computing-Related Occupations

This data suggests that in addition to women only representing barely a quarter of the engineering and computing-related workforce, nearly half of those women are choosing to quit. Why? NCWIT’s study found that “women who left were less likely to report opportunities for training and development, support from a manager, and support for balancing work and other competing responsibilities.”

A More Diverse Workforce Begins From Within

For organizations large and small, investing in existing talent is a great way to not only retain employees, but also maintain attractiveness to potential candidates. An impactful strategy exists in identifying potential in your current team and giving your employees opportunities to shine and develop skillsets that may otherwise be outside of their normal job. Developing internal tools, such as behavioral assessments, to gauge this type of potential can lead to exponential employee development. These approaches of investing in talent you already have goes back to the earlier example of Walt Disney’s approach to professional development – giving existing employees additional tools to succeed and grow professionally. NCWIT’s report found that “technical women identify isolation from a lack of mentorship or sponsorship as one of the key barriers to their retention and advancement.” It was also discovered that with mentorship or sponsorship, women’s access to high-visibility work, as well as their promotion and retention rates, rises. The same was true for men, so mentorship and sponsorship can be considered a professional development win-win company wide.

To support talent development initiatives for organization-wide inclusivity, organizations must have a working environment that will support these initiatives. This is an element deemed critical by the NCWIT, which stresses that creating a more inclusive organization should include establishing top leadership support, institutional accountability, and improving managerial relationships. Note that this type of organizational change, from the inside-out, isn’t just advantageous to minority groups, it also benefits majority groups as well. Giving majority groups the opportunity to become allies in the initiative for a more diverse workplace benefits the organization as a whole.

Moving the Needle toward a More Diverse Workforce

While taking proactive approaches through recruiting practices is helping to chip away at the diversity gap in the technology industry, companies should place more emphasis on more inclusive efforts internally to develop and retain talent to truly see growth of the overall diverse pool. While poaching is a short term solution that helps one organization, companies must work together to develop talent in order to help grow the talent pool in its entirety so the industry can see meaningful change. Some great sources for beginning the discussion in your organization can be found through National Center for Women in Information Technology, Microsoft’s Center for Diversity and Inclusion, and Lean In, a resource for women in the corporate workforce. Additionally, if you’re in Portland, take some time to check out Techtown Portland, an organization dedicated to addressing the changing landscape of the Silicon Forest, and proactively addressing representation of women and communities of color in the tech industry. While these changes will take time, starting from within, and then working collaboratively to help close the diversity gap is a huge step in the right direction.

< Older Post

Newer Post >

New Opportunity: Chief Financial Officer

By Effie Zimmerman • October 22, 2025

Chief Financial Officer ABOUT THE COMPANY CRU Data Security Group (CDSG) is a leading innovator and manufacturer of industrial-grade flash storage, secure storage products, and removable secure data solutions. With its OEM partners, CDSG supports security-conscious customers worldwide, including government agencies, military organizations, and corporations of all sizes. The company’s portfolio includes highly secure solid-state drives (SSDs), removable SSDs, disaster-proof storage devices, and forensic investigation tools. These purpose-built solutions are engineered to deliver the highest levels of security, durability, and performance, ensuring mission-critical data is protected whether operating at the edge, in the field, or behind the firewall. In 2025, Seattle-based private equity firm Pike Street Capital made a strategic investment in CDSG to accelerate growth through product innovation and targeted acquisitions. THE ROLE CDSG is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of their high-growth business. The CFO will play a critical role in enabling both organic and acquisitive growth, optimizing operations, and driving value creation in partnership with the CEO and private equity sponsor. This is a hands-on executive leadership role ideal for a proven financial leader with a track record of operating in dynamic, performance-driven environments. RESPONSIBILITIES Executive & Strategic Leadership Serve as a strategic partner to the CEO and executive team, actively contributing to policy, direction, and long-term planning. Help define and execute the company’s growth strategy in alignment with operational, financial, and market objectives. Drive a high-performance culture through accountability, transparency, and collaboration. Lead by example, setting the tone and culture across the organization. Operate as a player/coach, comfortable building models, developing presentations, and engaging directly in critical business issues. Attract, develop, and retain top-tier financial and operational talent. Lead major business initiatives and projects (e.g., productivity improvement, pricing strategies) with measurable results. Shoulder broad business leadership responsibility, beyond traditional finance functions. Financial Planning & Analysis (FP&A) Own the development and ongoing refinement of annual budgets, monthly forecasts, and long-term financial planning. Track and maintain key performance indicators (KPIs) to measure performance against strategic goals. Conduct hands-on analysis of financial performance, with actionable insights to achieve growth and EBITDA targets. Lead investment analysis and decision support, including customer pricing models and full business case development. Demonstrated expertise in labor cost management and margin improvement strategies. Bring experience across multiple ERP platforms; ERP selection and implementation experience is highly preferred. Accounting & Financial Operations Oversee all accounting and finance functions, ensuring accuracy, integrity, and timeliness of financial information. Prepare and deliver comprehensive financial reporting packages, including monthly P&L, balance sheet, cash flow, and covenant compliance. Ensure all financial statements are prepared in accordance with GAAP and meet internal and external stakeholder requirements. Lead all month-end close activities, including general ledger, balance sheet reconciliations, and overhead allocation. Enhance and scale accounting processes, systems, and internal controls to support company growth. Coordinate the annual audit process, ensuring unqualified audit results. Lead the preparation and management of company-wide budgets, including revenue and capital expenditure planning. Treasury & Working Capital Management Lead cash flow forecasting, management, and decision-making around weekly cash disbursements. Improve the full cash cycle, credit policy, collections, inventory, and payables management. Manage lender relationships and covenant compliance. Use forward-looking cash flow analysis to guide capital structure decisions and working capital strategy. M&A & Private Equity Engagement Collaborate with the leadership team, private equity sponsors on M&A activities. Experience or understanding of value creation planning, reporting, and board-level communication. EDUCATION, EXPERIENCE & SKILLS REQUIRED Bachelor’s degree in finance, accounting, business administration, or a related discipline; CPA and MBA strongly preferred. Extensive experience in senior financial leadership roles, ideally within a private equity-backed or high-growth environment. Deep understanding of financial and operational disciplines, including P&L ownership, balance sheet management, cash flow optimization, and capital allocation. Demonstrated experience in corporate governance, risk management, and regulatory compliance. Proven ability to lead complex negotiations related to financing, vendor agreements, M&A, and commercial terms. Expertise in budgeting, forecasting, financial modeling, and working capital management; prior public accounting experience is a plus. Strong business acumen with the ability to quickly assess new challenges and make sound, data-driven decisions in a dynamic environment. Natural leadership presence with the ability to build trust and credibility across all levels of an organization and with external stakeholders. Resilient under pressure with a disciplined approach to prioritization, execution, and delegation. Exceptional communication skills—both written and verbal—with the ability to clearly articulate financial concepts to non-financial stakeholders. Committed to service excellence, with strong interpersonal skills and a collaborative leadership style. High attention to detail and precision, balanced with the ability to think strategically and see the broader business context. Interested in Learning More? 180one has been retained by CDSG to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 180one at: 503.699.0184 / nicole@180one.com .

Rethinking the Org Chart: Why Successful Companies Avoid Overloading Managers

By Greg Togni • October 3, 2025

In today’s business climate, reorganizations have become the norm rather than the exception. Companies shift structure to respond to market changes, streamline costs, adopt new technologies, or realign with strategy. But while the headlines focus on job cuts or new leadership, one critical factor often overlooked in the success or failure of a reorganization is managerial span of control : the number of direct reports assigned to each manager. When companies get this wrong, they risk derailing even the best-planned structural change. When they get it right, the results include faster decision-making, improved employee engagement, and better execution of strategic goals. So how do the most successful companies handle this delicate balance during a reorg? The Pitfalls of Overloading Managers The pressure to do more with less can tempt organizations to increase the number of employees reporting directly to each manager. After all, fewer managers mean lower salary overhead, less bureaucracy, and theoretically, a leaner, faster organization. But research consistently shows that increasing a manager’s span of control beyond a certain point leads to declining effectiveness , both for the manager and their team. According to a comprehensive study by Bain & Company, companies with top-quartile performance in productivity and employee engagement tend to cap manager spans at no more than 7 to 10 direct reports , depending on the complexity of the work and the level of autonomy of the team. Beyond this range, several problems begin to surface: Decreased coaching and development time: With too many direct reports, managers struggle to provide regular feedback or support individual growth. Slower decision-making: Managers become bottlenecks as more team members wait for approvals or guidance. Increased burnout: Overloaded managers report higher levels of stress, disengagement, and turnover. Reduced innovation: Less time for strategic thinking means less opportunity to solve problems creatively or improve team performance. Harvard Business Review echoes this concern, noting that “as spans widen, the average quality of management and leadership drops,” especially in knowledge-driven or high-complexity work environments. Span of Control: One Size Doesn’t Fit All So what’s the right number? The answer depends on context , and smart companies know that not all roles, teams, or business units require the same structure. Key variables include: Task complexity: Teams doing routine, repeatable work (like call centers or transactional processing) can operate effectively with spans as wide as 15-20 direct reports. In contrast, research and development teams often require narrower spans due to higher collaboration and oversight needs. Employee experience: Highly experienced, autonomous employees require less hands-on supervision, allowing for broader spans. Manager capability: Not all managers are equally equipped to handle large teams. Leadership training, experience, and support systems (like team leads or AI tools) can influence optimal span. Organizational culture: Companies with strong cultures of self-management and clear accountability structures may tolerate wider spans without performance drops. A 2023 McKinsey report emphasizes this variability, stating, “Leading companies tailor spans of control by role and level, not by arbitrary benchmarks.” Case in Point: Reorg Success Stories Let’s look at a few organizations that have successfully navigated reorgs by paying close attention to managerial spans: 1. Microsoft During Satya Nadella’s early tenure as CEO, Microsoft underwent a major organizational overhaul to break down silos and improve collaboration. A key part of the strategy was flattening the org , but not indiscriminately. Nadella emphasized “clarity of purpose” and invested heavily in leadership development to ensure managers were ready to handle broader spans only where appropriate. The result? Productivity rose, engagement improved, and innovation accelerated across product teams. 2. Procter & Gamble (P&G) P&G restructured in the early 2010s to reduce costs and improve agility. Rather than simply cutting layers, the company also reassessed manager-to-employee ratios by function. In areas like finance, where standard processes prevail, spans increased. In innovation and marketing roles, they were kept tight to preserve creativity and oversight. The tailored approach helped P&G maintain performance through a major shift. 3. Spotify Famous for its “squad” model, Spotify empowers small autonomous teams with clear leadership support. Managers, often called Chapter Leads, have limited spans to ensure close mentorship and skill development within specific technical domains. This model has supported Spotify’s growth while preserving agility and innovation. Practical Guidance for Leaders Planning a Reorg If your company is considering, or currently navigating, a reorganization, here are five evidence-based principles to keep in mind: 1. Start with the work, not the structure Begin by analyzing the actual tasks teams are responsible for. How complex is the work? How interdependent are the roles? What level of oversight is needed? Design the structure around the needs of the work, not arbitrary span targets. 2. Avoid flattening without a function Flattening layers can reduce costs, but it can also create chaos if not executed thoughtfully. Ensure that wider spans are matched with the right capabilities, tools, and cultural support. 3. Invest in manager readiness If you do decide to widen spans, ensure your managers are trained in time management, delegation, coaching, and the use of technology. Even experienced managers can falter without support. 4. Use data to monitor and adjust Keep track of KPIs like employee engagement, turnover, decision speed, and manager satisfaction post-reorg. These can provide early warning signs if spans are too wide or teams are struggling. 5. Communicate clearly and consistently Structural changes can breed uncertainty. Communicate not just what is changing, but why, and how it will improve the experience for both managers and their teams. Structure Should Enable Strategy A reorganization is not just a reshuffling of boxes on an org chart, it’s an opportunity to realign your workforce with your business goals. But even the most visionary strategy will falter if leaders are overwhelmed, disengaged, or unsupported. As the research shows, successful reorgs pay close attention to the human factor. Avoiding overly wide spans of control is not about bureaucracy; it’s about enabling leaders to lead .

New Opportunity: Controller

By Effie Zimmerman • September 24, 2025

Controller ABOUT THE COMPANY Pacific Realty Associates, L.P. (“PacTrust” or the “Firm”) is a fully integrated real estate development and investment firm based in Portland, Oregon. PacTrust has been active in commercial real estate for more than 50 years and is among the largest real estate developers and investment property owners in the Pacific Northwest. The Firm’s real estate portfolio consists of industrial, industrial/flex, office, retail, hospitality, and agricultural properties, with assets in the Pacific Northwest, California, Texas, and Maryland. www.pactrust.com. THE ROLE PacTrust is seeking a Controller to join its corporate headquarters in Portland, Oregon, reporting directly to the Chief Financial Officer. The candidate will be a key member of the team and be responsible for overseeing all financial accounting, debt reporting & compliance, treasury, financial planning & analysis, tax planning, and filing. Additionally, the candidate will collaborate with the Firm’s investment and asset management teams and will be involved with the operations of the business, specifically related to budget and forecast analysis. Qualified candidates must be self-motivated, extremely detail-oriented, organized, and intellectually curious, and must have deep experience working with and managing teams. The Controller must also embrace the Firm’s collaborative and positive culture, be an effective multitasker, and be comfortable working with and supporting various departments and functions. The Firm benefits from a strong, long-standing capital structure with established policies and procedures, but the Controller will be a key member of the Senior Management team tasked with guiding the Firm into the future and growing the business. The Controller will manage a team of accountants, with additional headcount potentially added in the future based on growth and/or reporting needs. RESPONSIBILITIES The Controller will lead the Firm in the following areas: Financial Accounting & Reporting Manage monthly and quarterly financial statement preparation and related reports and projections. Prepare subsidiary financials and review monthly financial packages from joint-venture partners. Review and approve various balance sheet account reconciliations. Oversee fixed asset accounting and maintain all depreciation schedules within the Firm’s Fixed Asset System (Sage). Prepare valuation support schedules and related reports for quarterly fair value accounting purposes. Set up and manage construction jobs in the Firm’s ERP system (Yardi) to ensure appropriate capitalization of development expenses. Treasury: Ensure the Firm’s cash disbursement and cash management controls are appropriately adhered to and adequately documented. Prepare cashflow forecasts and monitor cash receipts to ensure sufficient liquidity at all times. Administer the Firm’s credit card platform (US Bank) and process daily ACH clearings and vendor updates. Administer the Firm’s cash disbursement system (SinglePoint) and setup/approve ACH, book, and wire transfers. Financial Planning & Analysis: Prepare annual budgets for the Firm’s operating company and managing member entities, with monthly forecast updates. Tax Planning & Filing: Coordinate annual tax return preparation with the Firm’s third-party tax advisor (Deloitte) and ensure all filing requirements are satisfied. Prepare tax work papers for the various entities under management. Prepare quarterly estimated taxable income projections and estimated required tax payments. Prepare and process personal property tax filings for various jurisdictions, as required. Process tenant association tax returns, where applicable. Team Leadership & Development: Lead, mentor, and develop a high-performing accounting team. Foster a culture of continuous improvement, promoting efficiency, accuracy, and best practices. Manage performance, establish clear development goals, and provide ongoing coaching for team members. Other: Coordinate annual audit with the Firm’s third-party auditor (Deloitte) and oversee preparation of audit workpapers. Prepare, on an annual basis, lease analysis files for each park with corresponding updates in Yardi as necessary. EDUCATION, EXPERIENCE & SKILLS REQUIRED Education Bachelor’s Degree in Accounting or Finance required CPA strongly preferred. Knowledge & Experience 10+ years of professional experience with prior controller or similar experience required. Experience with commercial real estate and real estate development accounting and reporting is preferred. Working knowledge of real estate valuation frameworks (discounted cash flow, cap rates, etc.) and financial concepts is preferred. Working knowledge of real estate development and asset management functions is preferred. Working knowledge of tax concepts and considerations as they relate to commercial real estate investment and legal entity structuring is preferred. Skills & Abilities Proven track record of building and managing high-functioning teams. Impeccable integrity and honesty. Exceptional analytical, problem-solving, and strategic thinking abilities. Collaborative and effective team player. Proficient with ERP systems and MS Office Suite. Yardi experience a plus. Excellent interpersonal, oral, and written communication skills; strong presentation skills. Initiative-taker with high energy and commitment to work within a dynamic, collaborative and entrepreneurial environment. Strong business writing skills. Ability to build and manage strong relationships internally and externally. Accountable to deadlines with the ability to manage and prioritize work. PacTrust is an equal opportunity employer. All qualified applicants will receive consideration for employment without regard to race, religion, color, national origin, sex, age, genetic information, sexual orientation, gender identity, status as a protected veteran, or status as a qualified individual with a disability, or any other characteristic protected by applicable Federal, State, or Local law. Interested in Learning More? 180one has been retained by PacTrust to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .