Don’t Get Duped – 5 Red Flags of a Professionally Written Resume

At 180one, we see A LOT of resumes. Some look like they were typed on a Brother Word Processor 30 years ago, some are 6 pages long, 2 pages long, some have different fonts and sizes of fonts throughout, and then there are third party professionally written resumes - easy to spot, hard to comprehend, and make the reader ask the question – if the candidate can’t write their own resume, what else can’t they do that they said they’ve done?


In the high-stakes world of job hunting, a well-polished resume is believed to be the gateway to securing an interview. As a result, many job seekers turn to professional resume writers to boost their chances. While this can be helpful, it can also create inconsistencies and red flags that hiring managers and recruiters quickly learn to recognize.


If you're on the hiring side or the job seeking side, here are 5 factors to consider when reviewing or submitting a professionally written resume.



1. Overly Polished or “Corporate” Language

One of the most obvious signs is language that sounds more like a press release than a personal statement. Phrases like “forward-thinking professional with a proven track record of leveraging synergistic strategies” may impress at first glance—but they often signal a generic, massaged resume.


Why it’s a red flag:
Recruiters are increasingly wary of “buzzword bingo.” In fact, a 2022 study by Cultivated Culture found that over 50% of resumes included vague jargon or fluff that made it difficult to identify actual achievements.

Many professionally written resumes are filled with generic buzzwords like "results-driven," "synergy," and "dynamic leader." While these terms may sound impressive, they often lack substance and fail to convey meaningful information about a candidate's actual skills or achievements. According to a study by Cultivated Culture, 51% of resumes included fluffy buzzwords, clichés, or the incorrect use of pronouns, which can turn off potential recruiters.



2. Mismatch Between Resume and LinkedIn Profile

Professionally written resumes often use a distinct tone, layout, and terminology. If a candidate’s LinkedIn profile is far less polished or completely different in format and language, it could indicate the resume was outsourced.


Why it’s a red flag:
Consistency matters. Hiring managers want to see that a candidate has a clear sense of their professional identity. Discrepancies raise questions about authenticity.



3. Inability to Explain Resume Content in Interviews

When a resume is written by someone else, candidates often struggle to elaborate on the content. They might stumble over project details, metrics, or use terminology incorrectly. And sometimes, the candidate just comes right out and say that they had someone else write it for them – which then opens up a bunch of assumptions of the candidate.


Why it’s a red flag:
You can’t trust a resume at face value if the candidate can’t speak to it with confidence and clarity. It shows that they lack ownership of their work product (or the work product of someone who they hired).



4. Generic or Inflated Achievements

Third-party writers often try to make every bullet point sound impressive, even when the underlying work was basic. A line like “Spearheaded initiatives to drive cross-departmental alignment” might describe routine weekly meetings.


Why it’s a red flag:
Inflation makes it harder to evaluate the real value a candidate brings. It also shows a disconnect between what they actually did and how it's being presented. Plus, does your organization need another blowhard in the conference room who controls the meeting with word salad?



5. Too much information being presented

While everyone thinks that AI is controlling the review of every resume and that you need to have every keyword included in your resume to make it to the next step when applying, the truth is that at some point the resume will be reviewed by a human. Professionally written resumes tend to be jam packed with information with visually stunning sections, tables of information, and varying fonts to draw the eye – but it’s just too much for the reader to comprehend what you’ve actually done.


Why it’s a red flag:

Employers are looking for future leaders who know how to convey their thoughts, ideas, questions succinctly. So if you are unable to accomplish this with your resume – that you’ve had plenty of time to write, edit, modify before distributing – what will happen when you’re on the job presenting in the boardroom?



Final Thoughts


A professionally written resume isn’t inherently bad, many candidates benefit from outside help, especially if they’re unsure how to present themselves. However, authenticity matters. When hiring managers sense that a resume doesn’t align with the person behind it, they’ll dig deeper and often move on to more transparent candidates.


Resumes are personal. They are a summary of all that one has accomplished in their career. This is their professional fingerprint and no one else should have the same fingerprint. So, make sure that the next time you are updating or creating a new resume, make it yours, not someone else’s or trying to be someone you’re not.

New Opportunity: Vice President of Operations & Purchasing

July 14, 2025
 Vice President Operations & Purchasing About the Company Wilmar is a leading supplier of hand tools and equipment to major retailers across North America. With a focus on quality, value, and service, Wilmar delivers a wide assortment of automotive, industrial, and home repair tools to customers ranging from big-box retailers to specialty distributors. The company has a strong global sourcing operation and a warehouse network supporting a diverse and fast-moving product catalog. Wilmar is backed by Rainier Partners, a growth-focused private equity firm committed to building operational capabilities, improving margins, and supporting long-term value creation. Rainier’s investment is helping accelerate Wilmar’s growth in additional product categories, end markets, and geographies, while preserving the Company’s unique culture and customer focus. About the Role The Vice President of Operations and Purchasing is responsible for driving operational performance across Wilmar’s warehouse, purchasing, and facilities functions. This leader will ensure the company’s distribution operations are efficient, accountable, and aligned with broader business goals. The ideal candidate brings a deep background in global sourcing, warehouse operations, and lean methodologies, combined with the leadership skills to build a high-performing team. The VP of Operations will report directly to the CEO and work closely with the executive team. They will oversee key areas including warehouse management, purchasing strategy, supplier performance, inventory control, safety, and facilities management. This is a hands-on leadership role requiring both strategic insight and executional follow-through. Principal Accountabilities Are: Operational Execution Lead all aspects of warehouse and distribution operations across multiple shifts, with clear accountability for productivity, accuracy, on-time delivery, and safety metrics. Ensure WMS and forecasting tools are fully leveraged to improve planning, execution, and visibility. Drive continuous improvement through lean methodologies, root cause problem-solving, and frontline engagement. Strengthen shift handoffs, floor discipline, and daily performance management. Purchasing & Sourcing Leadership Direct the Purchasing function through a Director of Purchasing and team, ensuring accurate forecasting, supplier performance, and cost optimization. Oversee global sourcing decisions, balancing quality, cost, lead time, and working capital implications. Serve as a strategic negotiator for key supplier relationships and escalation points. Develop sourcing strategies that improve inventory turns and reduce excess and obsolete stock. People Leadership & Culture Build a strong leadership bench across operations and purchasing; provide clarity, accountability, and coaching to direct reports. Evaluate and evolve the existing leadership team to meet current and future needs. Lead culture change with a focus on urgency, ownership, accountability, and safety. Set a high bar for behavior and performance and follow through on underperformance with clarity and professionalism. Data-Driven Management Use systems (WMS, HRIS, Excel) and visual management tools to drive accountability and improve execution. Develop and report on key performance indicators across operations and purchasing. Establish practical, actionable KPIs that align with business priorities and PE partner expectations. Cross-Functional & Financial Acumen Work in partnership with Sales, Finance, ECommerce, and HR to ensure operational decisions support broader business objectives. Translate business strategy into operational execution plans that impact the P&L. Balance tradeoffs between cost, service, and operational risk with clarity and foresight. Ideal Candidate Profile: 10+ years of leadership experience in a high-volume distribution or logistics environment, ideally within a global sourcing and retail supply chain context. Proven success implementing lean practices and continuous improvement initiatives. Demonstrated ability to lead culture change and build strong leadership teams. High comfort level with data and operational systems; able to translate insight into action. Strong cross-functional collaborator who understands how operational decisions impact financial results. Interested in Learning More? 180one has been retained by Wilmar to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503-334-1350 /  tom@180one.com 

Dunking on Convention

By Greg Togni • July 2, 2025
How the Youngest Team in the NBA Won a Championship, and What It Teaches Companies About Rethinking Experience.  In one of the most remarkable and inspiring seasons in recent sports history, the youngest team in the NBA defied all odds and clinched the championship title. Even more remarkable was that the Thunder were the youngest No. 1 seed in NBA history. Without the weight of veteran stars or a legacy of experience to lean on, this squad demonstrated that youth, agility, and fearless innovation could overcome the status quo. This isn’t a fluke. It’s the result of a deliberate, long–term vision, drafting and developing young talent, investing in player development, and creating a culture that prizes collaboration and growth over seniority. Their journey offers more than just a great sports story; it challenges the way companies view experience and value within their teams. The Traditional View: Experience as a Default Proxy for Value For decades, most organizations have equated years of experience with effectiveness. When hiring senior leaders, companies often use tenure as a key filter. Promotions frequently go to those who have "put in the time." And while experience certainly brings value - especially in decision-making, risk assessment, and stakeholder management - it should no longer be treated as the only or best predictor of future success. The Thunder’s 2025 title flipped that thinking on its head. They didn’t win because they had a deep bench of battle-hardened veterans. Their victory reminds us that in fast-moving environments, potential often outperforms pedigree. The Business Parallel: Rethinking the Experience Premium In corporate environments, experience has long been equated with value. Resumes laden with years of service and past roles often carry more weight than fresh ideas or untested energy. While experience can bring insight and stability, over-reliance on it can lead to stagnation. The NBA championship victory of this young team disrupts that thinking. It underscores a powerful idea: in rapidly changing environments, adaptability, curiosity, and the ability to learn fast can be more impactful than tenure. Companies today operate in a world that’s evolving faster than ever. Technology, consumer behavior, and market dynamics shift constantly. In such a climate, organizations that prize agility and fresh thinking often outperform those clinging to traditional hierarchies and outdated assumptions. Experience Is Still Valuable- But It’s Not Everything This isn’t a dismissal of experience. Seasoned professionals bring wisdom, historical context, and leadership that’s often critical. Just as a team might need a veteran presence in the locker room, companies benefit from experienced leaders who can guide and mentor. Similarly, companies should build environments where experience and youth are complementary, not hierarchical. That means creating mixed-age teams, mentorship programs that go both ways (reverse mentoring), and decision-making processes that value ideas over job titles. Cultural Transformation Begins at the Top For this kind of transformation to occur in business, leadership must challenge their own biases. Hiring practices, promotion pathways, and meeting dynamics often default to favoring experience over potential. To change this: Redefine Value Metrics : Shift from measuring success solely by tenure or past accomplishments to include adaptability, innovation, and team impact. Empower the Young : Give younger employees meaningful projects and leadership opportunities. Let them prove what they can do, not just what they’ve done. Encourage Risk-Taking : Just as the young NBA team took bold shots and played an unpredictable game, companies should reward intelligent risk-taking rather than punishing failure. Foster Intergenerational Collaboration : Combine the best of both worlds—pair youthful energy with seasoned insight for more balanced, resilient teams. The Future Belongs to the Fearless The youngest NBA team’s victory wasn’t just a basketball achievement; it was a cultural statement. It challenged the myth that experience is the ultimate determinant of success and showed the power of trust, teamwork, and youthful fearlessness. For businesses watching from the sidelines, the lesson is clear: if you want to build a championship organization, don’t just look at the old playbook. Cultivate fresh energy, bold thinking, and dynamic execution that youth can bring. Create space for new voices to rise. Experience will always have its place, but in the new era of work, potential might just be the most valuable asset of all.
Pape Machinery

New Opportunity: President – Agriculture & Turf

By Greg Togni • June 23, 2025
President – Agriculture & Turf About the Company With roots dating back to 1938, The Papé Group is the West’s leading supplier of capital equipment solutions. Today, we operate 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 our commitment to long-term relationships, both with customers and employees. As a fourth-generation, family-led business, we believe in the value of a handshake, the importance of service, and the impact of leadership that stays close to the work. About Papé Machinery Ag & Turf (PMAT) Established in 2012, Papé Machinery Ag & Turf brings together several leading John Deere dealerships into one integrated platform serving the agricultural and turf markets. With locations across Oregon, Washington, California, Nevada, Idaho, and Hawaii, PMAT supports farmers, ranchers, and landowners with equipment sales, service, parts, and financing solutions. The business continues to grow in scale and complexity, and we’re committed to strengthening our operational foundation while remaining closely connected to the customers and communities we serve. About the Position Reporting to the CEO of the Papé Group and residing in Eugene Oregon, the President will have full P&L responsibility and will lead 7 Regional General Managers, Vice President of Product Support, Vice President of Sales, and a Vice President of Ag Technology on executing the current growth strategy along with identifying, developing, and executing additional opportunities for growth and operational improvements. An ideal candidate will bring a deep understanding of the agricultural equipment business, whether from a dealership, OEM, or production agriculture background, and a track record of leading large, distributed teams. This is a hands-on leadership role in a company that values integrity, service, and results, and where decisions are made with the long-term in mind. Essential Duties and Responsibilities Strategic Planning & Business Development Develops a strategic plan for the organization with broad organizational input, considering market trends, evaluating risk, and identifying opportunities. Identifies and aligns company resources to execute the strategic plan. Responsible for meeting projected goals, objectives, sales volumes, and profit plans. Provides leadership and vision of the company’s goals and objectives through open communication. Evaluates expansion of product or territory for Papé Machinery Ag & Turf. Develop and assist General Managers in implementing strategies for promoting the sale of equipment, service, parts, and financing. Operations & Financial Management Drive financial performance of the company against the strategic plan Own the annual budgeting process, capital planning, and financial performance targets to meet or exceed ROI expectations. Partner with the corporate finance team for ad-hoc analysis and scenario planning. Manage inventories, sales volumes, expenses and personnel of all Papé Machinery Ag & Turf operations. Manage and assist General Managers as appropriate to maximize profits with expense controls and efficiency to achieve acceptable profit margins. Leverage data and reporting tools to drive decisions and monitor performance. Insures accurate financial reporting to The Papé Group, Inc. Team Management & Development Serves as a strategic coach and advisor to General Managers, fostering leadership effectiveness and accountability in achieving business objectives. Oversee the performance management process for General Managers and Corporate Managers, ensuring consistency in evaluations, compensation reviews, and goal setting. Collaborates with managers and supervisors to implement structured development plans, performance reviews, and training programs that support member growth and operational excellence. Facilitates open communication across all levels of the organization by soliciting feedback and clearly articulating company and departmental goals to ensure alignment, engagement, and cultural continuity. Provides executive-level guidance on all personnel matters, including talent acquisition, terminations, and organizational planning, in accordance with company policies and best practices. Relationship & Communication Maintain and develop relationships with Manufacturers, Customers, and industry peers as a method of staying current with market trends, and to continue Papé’s reputation as an industry leader. Maintain membership in appropriate organizations to promote Company in industry and community. Assist General Managers to establish and maintain good customer relations through ongoing communication and resolving customer complaints and/or disputes in a timely, effective manner when necessary. Partner and collaborate with other Papé Group businesses on company-wide initiatives and sharing best practices. Responds to customer inquiries and concerns in person or by phone, ensuring timely and effective resolution, including outside of standard business hours when necessary. Communicate in a courteous and effective manner with customers and/or co-workers. Maintain good working relationships with all other departments. Compliance, Safety & Environment Monitor through General Managers all safety aspects in performance of work, guaranteeing adherence to environmental laws, safety laws and policies and OSHA laws. Maintain a safe working environment and observe all safety laws, policies, and rules. Candidate Profile The ideal candidate brings a proven track record of executive leadership, strategic decision-making, and operational excellence within complex, growth-oriented organizations. Key qualifications include: A bachelor’s degree from a four-year college or university; advanced experience in lieu of a degree will be considered. 10+ years of progressive leadership experience, with demonstrated success in driving profitability, organizational alignment, and sustained performance. Exceptional communication skills, with the ability to craft and deliver high-impact messaging across stakeholders, from boardrooms to field teams. Strong public speaking and executive presentation capabilities; comfortable influencing at the highest levels. Financial and analytical acumen, including the ability to interpret financial reports and operational metrics to guide strategic decisions. Hands-on understanding of P&L management, operational controls, and scalable growth strategies. Adept at navigating complex data sets, solving abstract challenges, and turning insight into action. Proficient in leveraging technology to enhance efficiency and performance; familiarity with industry platforms and tools is a plus. Demonstrated ability to lead high-performing teams, build culture, and mentor next-generation leaders. Interested in Learning More? 180one has been engaged by Papé Group to manage this search. If interested in learning more about the opportunity, please contact Matt Oltmann / 971.235.6236/ Matt@180one.com .
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