180one's Year in Review: 2023

Each year, 180one presents the Year in Review, sharing our insights into the overall executive talent market and recapping the work we performed on behalf of our clients throughout the year. To explore what we saw in years’ past, check out the Year in Review section of The Water Cooler.

180one 2020 Year In Review

2023 was a wild ride for the executive search industry. Demand for executive talent in the first two quarters remained high, but with the number of private equity transactions trending down, and venture capital retreating, the 3rd quarter saw some softening with a small rebound in the 4th quarter of the year. Given the executive search industry saw record demand in 2021, perhaps demand is returning to more manageable and normal levels.


Keep in mind the unemployment rate for those who are at least 25 years of age with a bachelor’s degree is still very low at 2.1% as of 12/31/2023.

Relocations continue to be a challenge in 2023 based on high mortgage rates, high relocation numbers during COVID (driven by remote work and low interest rates), and the ability to still work remotely in some cases.   Something needs to give, and 2024 could be the year where one or more of these variables change, resulting in an impact on candidate relocation figures.



One alarming trend that will have an impact on the job market is the number of employees who will be leaving the workforce due to retirement. The Silver Tsunami is the phenomenon of the record number of employees (Baby Boomers) who are retiring each day – 11,200 is the estimate. Combined with the fact that only 45% of today’s US workforce is under the age of 40 as compared to 60% in 1984, and we can expect a gap of experience in tomorrow’s leaders. It seems succession planning will be a more critical and regular practice of organizations along with developing younger talent for rapid advancement to fill the voids.


As our Year in Review asks the question – Are you ready? Has your organization prepared for the wave of retirements that this data suggests? 


Take a look back at 2023 with us in our Year in Review.

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By Effie Zimmerman April 29, 2026
Chief Financial Officer ABOUT THE COMPANY Three Bears Alaska (“Three Bears” or the “Company”) is the retailer of choice in Alaska for all essential categories, offering local communities a product selection that is not too big, not too small, but “just right” – at prices that provide value and with great service by locals, for locals. The Company was founded in 1980 by Alaskans, for Alaskans – the store footprints, inventory, and pricing are designed to meet the region’s unique needs. Three Bears offers its customers three types of shopping experiences: signature “Mini-Warehouses” (50k+ square feet with a unique, rationalized merchandise assortment model featuring grocery, outdoor/sporting products and full-service pharmacies), Supermarkets (focus is on grocery) and Convenience Stores (offer a broader merchandise selection and better pricing than a typical C-store and serve communities where population densities do not support a full mini-warehouse). Three Bears is owned by Westward Partners in partnership with the founding Alaskan family. Westward Partners is a Seattle-based private equity firm that partners with lower middle market businesses across a variety of industries based in the Pacific Northwest and Alaska. Westward partnered with and invested in Three Bears in early 2022, and has worked extensively with the Three Bears management team to successfully turbocharge growth, more than doubling the store footprint over the past four years. At this point in time, Three Bears has shifted gears from a growth mindset to a focus on margin improvement and optimization. As the new stores begin to reach run-rate and Three Bears fully digests and acclimates to its significantly larger scale and methods of operating, management in partnership with Westward has begun to employ a host of profitability improvement initiatives. The new CFO will have a significant role in managing, executing, and tracking these initiatives, as well as the continual development of new initiatives. It’s an exciting time to join Three Bears for an analytically minded senior finance professional who has a deep understanding of how to maximize gross and EBITDA margins (and absolute EBITDA dollars) in a retail/grocery environment. POSITION SUMMARY As a key member of the executive team and reporting to the CEO, the Chief Financial Officer (CFO) will assume a strategic role in the overall management of the company. The CFO will proactively engage in all areas of the Confidential Company OR “Company”, to bring data and insights, and importantly serve as a key business partner to the CEO and other Senior Leadership. This leader will have primary day-to-day responsibility for planning, implementing, managing, and controlling all financial-related activities of the company. This will include direct responsibility for accounting, finance, treasury, legal, and compliance. CORE RESPONSIBILITIES Assist the CEO and management team in achieving the company's growth and profitability targets: Assist with the facilitation and development of the Company vision, strategy, and planning needed to ensure the success of the organization. Develop and manage financial strategy. Serve as a business partner across functional areas to inform key decisions. Exceed profitability targets through operational excellence and growth in new markets. Advise management on short-term and long-term financial objectives, policies, and actions. Provide reliable forecasting and business intelligence that fuels effective decision-making: Analyze the financial details of past, present, and expected operations in order to identify development opportunities in areas where improvement is needed. Develop analysis to evaluate entry into new markets. Study long-range economic trends and project their impact on future growth in sales and market share Utilize and add to existing analytical tools (data warehouse, PowerBI tools, etc.) to efficiently convey KPIs, reports, and financials in a timely manner at all levels of the organization Exercise good financial management practices and accountability: Ensure company financials comply with GAAP, while also producing useful financial data and KPI metrics to provide senior management with critical business insights. Run a proactive and efficient budget cycle, helping the company tie its investment thesis to its strategy, operational KPIs, and financial forecasts. Make KPIs the centerpiece of the company's performance planning and dashboards. Hold peers accountable. Develop and manage the capital structure Review, oversee and present monthly, quarterly, and annual financial performance reviews. Lead the company’s compliance function with a proactive and business approach, and standardize into business practices: Monitor financial activities to ensure that all legal and regulatory requirements are met Lead the company's compliance auditing program. Proactively identify and resolve potential compliance issues before they manifest. Maintain current knowledge of organizational policies and procedures, federal and state policies / directives. Manage contract renewals and new company contracts to ensure pricing and terms are aligned with business requirements. Manage and maintain contract database to ensure compliance. Develop and maintain internal control program infrastructure throughout the organization Effectively represent the company with external stakeholders: Develop and maintain relationships with banking, insurance, benefits, 401k, and external third-party audit and tax partners. Review, oversee and present financial statements, business activity reports, financial position forecasts, and reports required by regulatory agencies and external stakeholders. DESIRED QUALIFICATIONS, SKILLS, AND EXPERIENCE Bachelor’s degree (MA/MBA preferred) in Accounting or Finance. 15+ years of progressively responsible finance/accounting experience in a high growth grocery/retail organization. Knowledge of finance, accounting, budgeting, and cost control principles including Generally Accepted Accounting Principles. Experience in strategic planning and execution. Ability to analyze financial data and prepare financial reports, statements, 3-statement financial projections, write MD&As, and deep understanding of cash flow forecasting, down to weekly basis. Extensive experience developing multi-faceted bottoms-up company budgets through partnership with internal management team members throughout various levels of the organization, as well incorporating external input and feedback (i.e. a private equity sponsor). Experience managing a levered business and dealing with bank covenants. Demonstrable experience leading and achieving cost savings and profitability improvement initiatives that have made a material impact on the organization by increasing EBITDA over time. Experience and know-how for scaling a growing organization, and anticipating staffing, infrastructural and procedural requirements for a larger business. Ability to deliver board-level financial presentations that accurately summarize business for investors, bankers and vendors. Prior experience with a private equity-owned portfolio company or experience in leading a company through a successful exit is highly desirable. Experience managing the acquisition process and integration of complementary businesses. Experience implementing new accounting software and integrating with broader ERP systems. Knowledge of contracting, negotiating, and change management. Knowledge of automated financial and accounting reporting systems. Experience as a liaison between company accountants, state, and government entities for financial audits. Excellent verbal and written communication skills. Accuracy and attention to detail is a must. High level of integrity and dependability with a strong sense of urgency and results orientation. Unquestionable personal code of ethics, integrity, diversity and trust. Interested in Learning More? 180one has been retained by Three Bears Alaska to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com
By Effie Zimmerman April 20, 2026
Corporate Controller ABOUT THE COMPANY With roots going back to the 1960’s, Forest City Trading Group (FCTG), may have started as a small lumber yard run by two immigrant brothers, but has since grown into North America’s largest wholesale lumber product distributor. FCTG facilitates the distribution of products across 6 continents through our network of 12 operating companies and over 750 employees. The company’s impact is far-reaching, especially when considering that one in every ten houses today is built using products sourced and sold by our operating companies. As proponents of forest sustainability, FCTG actively supports suppliers who use sustainable forest management practices that promote forest sustainability and result in long-term environmental, social, and economic benefits. POSITION SUMMARY Reporting directly to the Chief Financial Officer (CFO), the Corporate Controller is a senior finance leader and trusted business partner to the CFO and management team. This role owns the integrity of the Company's accounting, reporting, and control environment while advancing the finance function through improved processes, disciplined decision-making, and effective deployment of technology. This is a hands-on leadership role. The Controller will operate in the details with responsibility for managing the full accounting cycle for corporate and operating companies, commodity position accounting, physical and financial settlement, and daily treasury operations—while building a scalable, high-performing finance organization. The role also operates in a matrixed environment, requiring strong influence skills to align and uplevel financial operations across Operating Companies, and partners closely with the trading desk, risk management, operations, legal, and external auditors. CORE RESPONSIBILITIES Leadership & Culture Build, lead, and develop a high-performing corporate accounting and finance team Foster a positive, accountable culture at the corporate and Operating Company levels Hire, develop, and retain talented accounting, treasury, and shared services professionals Serve as a stabilizing force during system change, organizational growth, or market volatility Assess subsidiary finance capabilities; develop structured plans to up-level talent, processes, and controls Business Partnership & Cross-Functional Influence Serve as a key finance partner to the CFO, Operating Company Controllers, and operations leadership Lead through influence in a matrixed environment—aligning subsidiary Controllers around corporate standards without relying on direct authority Translate financial information into clear, actionable insights for corporate and subsidiary audiences Collaborate with the trading desk to ensure accounting treatment aligns with economic reality and business intent Technical & Functional Oversight Financial reporting and accounting, including trader compensation, commodity futures, and mark-to-market accounting Daily treasury operations and internal cash/collateral management Tax coordination and oversight, including pass-through partnership structures Budgeting, forecasting, and financial planning Internal controls, risk management, and policy oversight Foreign exchange and cross-currency hedging for international procurement and sales Shared services leadership: expense approvals, vendor setup, purchase order controls, and finance policies Decision Support & Systems Apply cost-benefit and ROI thinking to financial and operational decisions Drive automation of routine reporting workflows to free capacity for higher-value analysis Lead ERP implementation and optimization; evaluate best-practice accounting policies as the business evolves Subsidiary Finance Uplift Establish a structured approach to evaluating financial maturity across Operating Companies Develop and maintain a corporate finance playbook that subsidiary Controllers can adopt and execute Provide hands-on coaching and technical guidance to Operating Company finance teams Drive consistent consolidation standards, intercompany accounting, and reporting cadences across subsidiaries Identify and escalate risks in subsidiary financial operations before they affect corporate reporting integrity KEY ATTRIBUTES Trusted Leader & Business Partner: Close thought partner to the CFO; credible with Operating Company Controllers, traders, and senior management. Leads with integrity, sound judgment, and practical business sense. Relationship Builder & Matrix Navigator: Builds trust-based relationships across corporate and subsidiary teams. Leads through influence rather than direct authority in a matrixed environment. Subsidiary Uplift Leader: Assesses and elevates Operating Company finance capabilities through coaching, playbooks, and structured engagement—raising the bar on controls, talent, and reporting quality. Hands-On & Detail-Oriented: Ensures accuracy and follow-through across all finance processes. Process & Technology Focused: Continuously seeks better ways to operate. Leverages ERP and other tools to improve efficiency and data quality; leads system implementation and optimization. Positive, Accountable Leader: Creates a high-accountability finance culture at both corporate and subsidiary levels. Leads by example and develops strong teams. IDEAL CANDIDATE PROFILE Leadership Track Record: Demonstrated ability to build high-performing finance teams Matrix Leadership: Proven success in influencing and driving change without direct authority over Operating Company teams Relationship Builder: Naturally builds trust across organizational levels—someone subsidiaries want to partner with, not just report to Strategic and Tactical Range: Operates at a senior level strategically and at the transactional level when the business requires it Technology Proficiency: Demonstrated curiosity and initiative in experimenting with and adopting emerging technologies (including AI) to enhance financial reporting, forecasting, and process efficiency Change Leadership: Comfortable reassessing processes and building scalable financial infrastructure from a hands-on starting point Integrity & Judgment: High personal integrity and sound judgment in ambiguous, fast-moving environments Interested in Learning More? 180one has been retained by Forest City Trading Group to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com
By Greg Togni April 6, 2026
When the Masters Tournament tees off at Augusta National on Thursday, April 9, much of the world will tune in not just for golf, but for something increasingly rare: consistency. In an era where nearly everything feels in flux, the Masters remains almost stubbornly familiar. And that’s precisely why it continues to grow. For companies navigating change, the Masters offers a compelling lesson. Tradition and innovation are often framed as opposing forces. At Augusta, they coexist, deliberately, carefully, and profitably. Few events guard tradition as fiercely as the Masters. Patrons still buy pimento cheese sandwiches for $1.50 and walk not run when the gates open. Cell phones are prohibited on the grounds. There are no sprawling sponsor tents, no commercial signage lining the fairways, and no blaring music between shots. Even the language is intentional. Attendees aren’t fans, they’re patrons. Employees aren’t staff, they’re members. Winners don’t hoist trophies in front of LED boards; they slip on a green jacket in Butler Cabin. These aren’t gimmicks. They’re signals. What’s often missed is that the Masters is far from static. Behind the scenes, Augusta National has invested heavily in innovation, just not where it would disrupt the experience. The tournament has become a leader in sports broadcasting, offering one of the most advanced digital viewing experiences in the world. Streaming options give fans unprecedented control over featured groups, individual holes, and real-time scoring. The Masters app is consistently ranked among the best in sports, blending tradition-heavy visuals with cutting-edge technology. International distribution has expanded dramatically, growing global viewership without altering the on-site product. Sponsorship revenue has increased through exclusivity and scarcity rather than volume, fewer partners, and deeper relationships. Augusta didn’t innovate by changing what made the Masters special. It innovated by protecting the experience while modernizing access to it. Perhaps the Masters’ most underrated capability is restraint. There are no naming rights. No halftime-style spectacles. No social media gimmicks plastered across Amen Corner. Augusta National has repeatedly said no to revenue opportunities that would dilute the brand, even as demand continues to grow. Many companies struggle not because they fail to innovate, but because they innovate indiscriminately. They abandon what made them successful in pursuit of what feels new. The Masters shows that enduring brands don’t confuse change with progress. For executives, boards, and investors, the takeaway is clear: preserving tradition and driving innovation are not mutually exclusive goals. The strongest organizations do both simultaneously, anchoring themselves in what they believe while adapting how they operate. As the green jackets come out this April, the Masters will once again remind us that progress doesn’t always look loud. Sometimes, it looks like a familiar sandwich, a quiet fairway, and a product that evolves just enough to stay timeless.
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