180one News

New Opportunity: Chief Financial Officer

Wed, 29 Apr 2026 15:37:53 GMT

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

New Opportunity: Corporate Controller

Mon, 20 Apr 2026 18:13:50 GMT

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

The Masters: Where A Tradition Like Any Other is in Fact Innovation

Mon, 06 Apr 2026 15:57:31 GMT

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.

New Opportunity: Corporate Counsel

Tue, 31 Mar 2026 17:07:40 GMT

Corporate Counsel

ABOUT THE COMPANY

With roots dating back to 1938, The Papé Group is the West’s leading supplier of capital equipment solutions. Today, Papé operates across nine states with over 4,000 team members, proudly representing premier brands including John Deere, Kenworth, Hyster, Ditch Witch, and more. What sets Papé apart is its commitment to long-term relationships, both with customers and employees. As a fourth-generation, family-led business, Papé believes in the value of a handshake, the importance of service, and the impact of leadership that stays close to the work.

ABOUT THE POSITION

Reporting directly to the Chief Legal Officer (CLO), the Corporate Counsel will provide legal support for the company’s commercial operations, with a primary focus on drafting, reviewing, and negotiating customer agreements related to the sale, rental, lease, service, and maintenance of equipment. This role works closely with sales, operations, service, and finance teams to ensure that commercial transactions align with company policies, mitigate legal risk, and support business objectives.

The position requires strong contract negotiation skills, practical business judgment, and the ability to operate in a fast-paced environment while managing multiple priorities.

Essential Duties and Responsibilities

Commercial Contracting

Draft, review, and negotiate a wide range of customer-facing commercial agreements including equipment sales, rental and lease, service and maintenance, master service agreements, statements of work, and customer terms and conditions.
Provide practical legal guidance on contract structure, risk allocation, and commercial terms.
Ensure agreements comply with applicable laws, company policies, and risk tolerance.

Business Partnership

Collaborate with sales, operations, service, and finance teams to facilitate efficient deal execution.
Provide legal support during contract negotiations with customers and commercial partners.
Advise internal stakeholders on legal and contractual risks and propose business-oriented solutions.

Contract Management & Process Improvement

Develop and maintain contract templates and playbooks to streamline negotiations.
Identify opportunities to improve contracting processes and reduce cycle time.
Assist in the implementation and oversight of contract management systems.

Risk Management & Compliance

Identify legal and operational risks in commercial agreements and recommend mitigation strategies.
Ensure proper documentation of negotiated terms and approvals.
Stay current on relevant legal developments affecting commercial transactions and equipment-related industries.

Additional Legal Support

Assist the CLO with other corporate, compliance, and commercial legal matters as needed.
Support dispute-resolution efforts related to customer contracts as needed.

Qualifications

Juris Doctor (JD) from an accredited law school
Active license to practice law in at least one U.S. jurisdiction within the company’s footprint
5+ years of legal experience in commercial contracting, preferably in-house or at a law firm, supporting commercial transactions
Experience supporting sales or commercial teams in a business environment
Preference for experience drafting, reviewing, and negotiating customer agreements involving sales of goods and equipment, equipment rental and leasing arrangements, service and maintenance agreements
Preference for familiarity with UCC Article 2 and commercial equipment transactions
Preference for experience implementing or working with contract lifecycle management (CLM) systems

Skills & Competencies

Strong contract drafting and negotiation skills
Ability to balance legal risk with business objectives
Excellent written and verbal communication skills
Strong attention to detail and organizational skills
Ability to manage multiple matters simultaneously in a fast-paced environment
Collaborative mindset with strong business partnership capabilities

Interested in Learning More?

180one is an executive search firm and is assisting Papé Group in this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: Director, Program Management

Tue, 31 Mar 2026 16:35:07 GMT

Director, Program Management

ABOUT THE COMPANY

In 2024, Northwest Pump celebrated its 65th year of service. Since our founding, we’ve grown from humble beginnings into a trusted name in the petroleum and industrial industry. Through the decades, our commitment to quality, integrity and our valued customers has remained the foundation of everything we do.

Northwest Pump provides a wide range of distribution and service capabilities to fueling and industrial customers across the Western United States. The Company’s 350 employees serve nearly 6,000 customers across its growing 20 branch locations. Northwest Pump’s people-first culture is highly regarded for providing a broad product portfolio, consultative services, and leading fill rates.

In late 2024, NW Pump joined forces with H.I.G. Capital to bring you even better support and customer service. H.I.G. is a global alternative investment firm with $66 billion of capital under management. This acquisition not only validates the company’s strength but also reflects its continued potential for growth under new ownership.

ABOUT THE POSITION

Reporting to the VP of Supply Chain Management, the Director, Program Management is the central architect for a series of high-impact initiatives aimed at unifying a rapidly growing distribution business. Following multiple acquisitions of service companies, you will drive the business transformation required to harmonize processes, modernize the systems landscape, and achieve operational scalability. This role requires a blend of strategic planning and hands-on execution to manage cross-functional workstreams from inception through stabilization.

DUTIES & RESPONSIBILITIES

Serve as the primary bridge between Finance, Operations, IT, Sales, Service, and HR to ensure all departments are aligned on transformation goals and interdependent milestones.
Define comprehensive project scopes, detailed tasks, and realistic timelines for integrating acquired service entities into the core distributor model.
Support IT in the transition of legacy workflows and disparate systems into a unified enterprise platform, ensuring data integrity and minimal business disruption.
Proactively identify project risks and bottlenecks. Develop mitigation strategies and drive immediate resolutions to keep programs on track.
Maintain a regular communication cadence with executive leadership, providing transparent reporting on program status, KPls, and value realization.
Champion a "unified culture" by developing training materials and SOPs that help newly acquired teams adopt standard business processes.

QUALIFICATIONS

Bachelor's degree specializing in business administration, Supply Chain, or a related field; or equivalent combination of education and experience.
PMP certification preferred.
10+ years of experience in program or project management, ideally within postmerger integration (PMI) or large-scale business transformation environments.
Robust understanding of ERP systems and project management/collaboration tools like Microsoft Project, SharePoint, etc.
Exceptional ability to lead without authority and negotiate across departmental boundaries to achieve consensus.
Effective at communicating, verbally and in writing, with all levels of stakeholders and coworkers

Interested in Learning More?

180one has been retained by Northwest Pump to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com .

New Opportunity: Vice President & Chief Human Resources Officer

Mon, 23 Feb 2026 21:34:17 GMT

Vice President & Chief Human Resources Officer

ABOUT THE COMPANY

ABOUT THE POSITION

Reporting to the CEO of the Papé Group and residing in Eugene, Oregon, the VP & Chief Human Resources Officer (CHRO) serves as the organization’s senior leader responsible for developing and executing a people strategy that supports business performance, operational excellence, and a strong employee experience across a geographically dispersed, multi-site workforce. This leader will bring exceptional integrity, discretion, loyalty, and sound judgment, while building trust and credibility at every level of the organization—from frontline employees to executive leadership.

The VP & CHRO will balance the operational needs of the business with employee engagement and workforce stability, ensuring the organization remains compliant, competitive, and well-positioned for growth. This role leads all HR functions, including labor relations, safety, recruiting, benefits, payroll, HRIS, onboarding, training, and performance management, while also serving as a key strategic partner in mergers and acquisitions and regular interactions with the company’s board.

Essential Duties and Responsibilities

Strategic Leadership & Culture

Lead the continued development and execution of the company’s enterprise-wide HR strategy in alignment with business objectives, operational needs, and long-term growth plans.
Serve as a trusted advisor to the CEO and executive leadership team on workforce planning, organizational effectiveness, leadership development, and employee relations.
Champion a culture of integrity, accountability, respect, and performance while ensuring employees feel heard, supported, and engaged.
Establish and maintain consistent HR practices across multiple locations and states while allowing for local operational needs.

Compliance, Risk Management & Employment Law

Ensure legal compliance across all employment-related areas, including wage and hour laws, payroll practices, employee classification, leaves of absence, and workplace policies.
Partner with legal counsel and internal stakeholders to mitigate risk and ensure consistent application of employment law across 17 states.
Oversee safety program alignment and compliance, ensuring workplace safety expectations are embedded into operational leadership and accountability.
Lead investigations and resolution of complex employee relations matters with professionalism, confidentiality, and fairness.

Total Rewards, Benefits & Retirement Plans

Oversee benefits strategy and administration, including medical, dental, vision, disability, leave programs, and wellness offerings.
Lead negotiation and management of benefits contracts and vendor relationships to ensure competitive offerings and cost effectiveness.
Provide executive oversight for the company’s 401(k) plan, including vendor relationships, fiduciary compliance, plan governance, and employee communication.
Partner with finance and executive leadership to manage labor and benefit costs while supporting retention and workforce stability.

HRIS & HR Operations

Develops and executes the HR technology strategy in collaboration with the CIO and CFO. Responsible for the HRIS vendor relationship, including selection, contract negotiation, implementation, optimization, and performance management.
Ensure HR processes are efficient, scalable, compliant, and aligned across recruiting, onboarding, payroll, performance management, and reporting.
Use metrics and workforce analytics to guide decision-making and improve outcomes.

Talent Acquisition, Onboarding & Workforce Planning

Oversee recruiting strategy and execution for hourly, salaried, leadership, and specialized roles across a multi-state footprint.
Ensure onboarding processes are consistent, high-quality, and designed to improve early retention and productivity.
Build workforce planning processes that support operational demands, business growth, and succession planning.

Training, Leadership Development & Performance Management

Recommend, select, and implement training programs for supervisors and managers, including:
compliance training (harassment prevention, wage/hour, safety, union-related training)
leadership and soft skills training (communication, coaching, accountability, conflict resolution)
Establish leadership development practices that strengthen frontline leadership capability and reinforce company standards.
Ensure performance management processes are practical, consistently applied, and drive accountability and employee development.
Serves as a key advisor in helping guide and develop members of the emerging fifth generation, supporting thoughtful career pathing, leadership development, and integration into the business in alignment with company values and performance expectations.

Mergers & Acquisitions (M&A)

Lead HR due diligence and integration planning for mergers, acquisitions, and organizational growth initiatives.
Evaluate workforce risks, compensation and benefits alignment, union implications, compliance exposure, and retention strategies.
Drive integration of HR policies, culture, systems, and talent while maintaining business continuity and employee trust.

Labor Relations & Union Negotiations

Lead union strategy, labor relations, and negotiations, including preparation, bargaining, grievance management, and contract administration for approximately 100 employees.
Maintain productive relationships with union representatives while protecting business continuity and operational flexibility.
Provide guidance and coaching to leaders on union-related issues, discipline, and compliance with collective bargaining agreements.

Team Leadership & Department Management

Lead and develop a high-performing HR organization with functional responsibility for:
Safety
Recruiting
Payroll
Benefits
HRIS
Onboarding
Performance Management
Employee Relations
Establish clear expectations, accountability, and development pathways for HR team members.
Manage departmental budget, vendor performance, and service-level expectations.

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:

Executive-level HR leadership experience in a multi-location, multi-state organization.
Demonstrated success in building credibility with frontline employees and leaders at all levels.
Strong working knowledge of employment law, wage and hour compliance, payroll practices, and workplace safety standards.
Proven experience negotiating and managing vendor contracts, including HRIS, benefits providers, and retirement plan partners.
Strong leadership training and development experience for supervisors and managers (compliance and soft skills).
Robust M&A experience, including HR due diligence, integration, and organizational change management.
High degree of integrity, discretion, loyalty, and sound judgment.
Excellent communication, relationship-building, and conflict resolution skills.

Preferred

SPHR, SHRM-SCP, or similar credentials.
Labor relations experience, including union contract negotiation and administration.
Experience in distributed operations such as manufacturing, construction, industrial services, transportation, equipment, logistics, or other field-based environments.
Demonstrated success scaling HR operations in a high-growth or acquisition-driven environment.

Interested in Learning More?

180one is an executive search firm and is assisting Papé Group in this search. If interested in learning more about the opportunity, please contact Tom Haley / 503-334-1350 /  tom@180one.com  .

New Opportunity: Sales Leader

Tue, 17 Feb 2026 18:03:25 GMT

Sales Leader

ABOUT THE COMPANY

Organically Grown Company (“OGC” or the “Company”) is a leading organic produce distributor in the Pacific Northwest, committed to connecting growers, retailers, and consumers through a transparent, sustainable supply chain. As a mission-driven organization, OGC has built its reputation on deep grower partnerships, operational excellence, and an unwavering commitment to organic integrity.

The Sales Leader will play a critical role in driving revenue growth, strengthening customer relationships, and leading a high-performing sales organization aligned with OGC’s values, strategic priorities, and long-term vision.

ABOUT THE POSITION

The Sales Leader is responsible for and focused on ensuring the highest service levels for our customers. They are focused on leadership of the sales team, ensuring development, performance, morale, and retention. They provide primary leadership over product, pricing, actionable analytics, and promotions as main strategies to manage inventory and drive sales and profit.

DUTIES & RESPONSIBILITIES

Leading & Supervisory:

Promote the development of flexible, adaptive, and innovative processes for use in new business growth by supporting and enabling an effective and efficient team approach.
Provide leadership of the day-to-day operations of the sales department, while maintaining focus on the Company’s strategic goals. Promote safety, development, training, and evaluation of all sales team members.
Collaborate organization-wide to support or lead projects and initiatives, facilitate process change, manage organizational change, and ensure success.
Ensure proactive and effective collaboration and communication with all other departments for greater efficiency in support of service goals.
Ensure proper levels of people growth and succession planning are in place and actively updated and refreshed.
Foster a culture of belonging where people feel engaged and inspired.
Support OGC sustainability goals and actively work to reduce environmental impact.
Nurture, support, and promote the Company Mission, Values & Vision, and Brand. Exemplify OGC values: Cultivate Connection, Win on Service, Build Trust, and Move with Intention.

Sales & Service:

Develop and implement sales strategies, using analytics to set sales targets and provide guidance on associated sales actions, and forecast sales volume for both existing and new products.
Develop and maintain a historical perspective on the marketplace to analyze and predict future trends and needs. Maintain familiarity with competitors’ products and services. Recommend changes in products, services, and sales policies by evaluating results and competitive developments. Stay current with new products and services offered by competitors, and with other trends in the organic produce industry.
Develop and implement account management objectives, including key service metrics.
Manage the negotiation of products with customers based on margin goals, which may include providing volume discounts or other agreements. Partner with the business development team to create onboarding plans for new business/new partnerships and grow existing accounts.
Develop and sustain a sales culture of service & customer value creation.
Develop and coordinate programs and processes for industry-leading customer service and sales to increase customer satisfaction, as measured with a trade survey annually.
Work closely with Sourcing leadership to align demand planning and inventory strategies with sales growth.
Responsible for developing and maintaining customer, grower, and vendor relationships.
Travel as needed to meet with customers, attend and host at industry events, and nurture relationships.
Analyze lead quality and sales trends to continually refine outreach strategies.

Planning and Budgeting:

Own budgeting, forecasting, and sales planning for the team. Manage the operational budget through a collaborative approach.
Measure sales activities by developing key sales metrics, and ensure that these metrics are analyzed, reported on a regular basis, and adjusted accordingly to achieve OGC sales goals and objectives.
Set departmental objectives and goals to align with OGC’s strategic plan, annual goals, and company initiatives.
Provide strategic leadership for the future direction of the OGC Sales team in support of the OGC strategic plan and growth initiatives.

QUALIFICATIONS

10+ years of progressive & successful sales experience, with at least 5+ years managing and coaching sales teams to meet and exceed sales goals.
Preference for a deep understanding of the produce industry, including supply chain logistics, product characteristics, and quality control.
Strategic planning and pricing experience.
Strong knowledge of the channels of distribution of perishable products or related industries.
Exceptional presentation, written and oral communication skills.
Experience in fiscal management, including P&L’s, budgets, projections, cost control skills, and a proven track record of revenue generation and strong customer relationships.
Excellent management and organizational skills with the ability to prioritize and manage multiple projects concurrently.

Interested in Learning More?

180one has been retained by OGC to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

180one's Year in Review: 2025

Wed, 11 Feb 2026 19:19:33 GMT

Each year, 180one presents our 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.

The final question we asked in 2024’s Year in Review was: would 2025 taste like Dom Pérignon or a shot of Pepto-Bismol?

Well, the year wrapped up, and the answer is: Matcha Latte - exciting for something new, a bit uncertain at first, but surprisingly great.

The executive search industry entered 2025 with optimism, fueled by pent-up demand for private equity transactions and early signs that companies were ready to invest again after a dismal 2024.

For 180one, that optimism materialized in the first quarter; a strong backlog of potential searches signaled renewed momentum.

And then it happened… Liberation Day.

Organizations pressed pause to reassess the impact of tariffs on their businesses, strategies, customers, and investment plans. Like many in the industry, we felt the slowdown. But unlike many firms that experienced suppressed demand throughout the year, 180one was fortunate to benefit from a diversified client base of business leaders committed to charting a path forward despite uncertainty. By mid-second quarter, they pressed go.

Overall, 180one finished the year up 35% over 2024. We saw increased demand driven by retirement backfills, private company board searches, and manufacturing organizations finally positioned to move ahead.

While employment numbers show signs of softening, 4.4% overall unemployment and 2.8% for those 25+ with a bachelor’s degree as of 12/31/2025, they remain well below the 10% average seen in 2009.

So, what does 2026 hold?

Change. It’s the only constant.

Take a look back at 2025 with us in our Year in Review.

New Opportunity: Corporate Controller

Fri, 06 Feb 2026 17:55:31 GMT

Corporate Controller

ABOUT THE COMPANY

ABOUT THE POSITION

Reporting directly to the CFO, the Corporate Controller will lead the accounting function, playing a critical role in ensuring financial accuracy, operational discipline, and scalable processes to support growth and value creation. This role partners closely with executive leadership and ownership, delivering timely, GAAP-compliant financial reporting while strengthening internal controls and upgrading systems and processes.

The Controller will oversee all accounting operations, including monthly close, financial reporting, inventory accounting, and compliance, while building a high-performing team capable of supporting a complex, multi-location distribution environment. This position is highly hands-on and well-suited for a leader who thrives in a fast-paced, results-driven setting and is comfortable driving change.

DUTIES & RESPONSIBILITIES

Own the monthly, quarterly, and annual close processes, ensuring accurate and timely financial statements in accordance with US GAAP.
Lead all core accounting functions, including general ledger, accounts payable, accounts receivable, fixed assets, inventory, and revenue recognition.
Support mergers and acquisitions by participating in financial due diligence and assisting with the post-close integration of accounting policies, controls, reporting processes, and financial systems.
Oversee inventory accounting across a multi-branch distribution footprint, including costing, reserves, and cycle count processes.
Design, implement, and maintain strong internal controls and accounting policies appropriate for a PE-backed environment.
Serve as the primary point of contact for external auditors, tax advisors, and other third-party providers.
Partner with FP&A, operations, and leadership to provide financial insights that support margin improvement, working capital optimization, and growth initiatives.
Support ERP optimization, systems integrations, and process improvements as the business scales organically and through acquisitions.
Prepare reporting and analysis for executive leadership and ownership, including ad hoc requests.
Recruit, develop, and mentor an accounting team, establishing clear accountability and a culture of continuous improvement.

QUALIFICATIONS

Bachelor’s degree in Accounting, Finance, or related field; CPA preferred.
10+ years of progressive accounting experience, including prior controller or assistant controller experience.
Public accounting experience is preferred.
CPA required. Strong knowledge of US GAAP and financial reporting.
Experience in manufacturing or industrial services business preferred.
Demonstrated experience in modernizing accounting processes and systems.
Hands-on leadership style with the ability to balance detail orientation and big-picture thinking.
ERP system experience and a track record of process improvement.
Strong communication skills with the ability to partner effectively across finance and operations.

Interested in Learning More?

New Opportunity: Chief Executive Officer

Thu, 29 Jan 2026 18:24:48 GMT

Chief Executive Officer

ABOUT THE COMPANY

EC Electric is an innovative electrical contracting firm dedicated to powering lives across various sectors, including mission-critical AI data centers, semiconductor chip manufacturers, industrial, federal work, commercial, and renewable energy projects. With a commitment to providing high-quality electrical solutions, the company specializes in cutting-edge technologies and sustainable practices. Known for its robust service offerings, including electrical construction, maintenance, and energy management, EC Electric stands out in the marketplace by focusing on safety, efficiency, and customer satisfaction. This $500 million-a-year company is part of the E-J Group of Companies across the nation, celebrating our 127th year of private ownership. Our mission is to create a brighter, more electrified future while upholding our values of integrity, safety, quality, equity, fulfillment, and profitability.

ABOUT THE POSITION

As the Chief Executive Officer , you will be the visionary leader of EC Electric, steering the company's strategic direction and operational efficiency to achieve sustainable growth and innovation in the electrical contracting industry. You will collaborate with the executive team, employees, and stakeholders to enhance our reputation as a leading provider of electrical services and solutions, ensuring we remain agile and responsive to market demands.

DUTIES & RESPONSIBILITIES

Strategic Leadership:

Develop and articulate a clear vision and strategic plan that aligns with EC Electric's mission to drive profitability and market expansion.
Initiate strategic partnerships and alliances that leverage EC Electric's capabilities in renewable energy and advanced electrical systems.

Operational Excellence:

Oversee operational processes, ensuring the execution of projects aligns with EC Electric's commitment to safety, quality, and timely delivery.
Utilize data-driven insights to improve operational efficiencies and manage resources effectively across all business units.

Innovation and Sustainability:

Drive the adoption of innovative technologies and sustainable practices within the company to enhance service offerings and reduce environmental impact.
Encourage a culture of innovation, empowering teams to explore new solutions that meet the changing needs of clients in a dynamic industry landscape.

Stakeholder Engagement :

Cultivate long-term relationships with clients, contractors, and community partners to enhance visibility and reputation in the industry.
Represent EC Electric in industry associations and public events, positioning the company as a thought leader in electrical contracting and energy solutions.

Financial Management:

Ensure fiscal responsibility by overseeing budgeting processes, expense
management, and financial forecasting to meet the company’s growth objectives.
Identify opportunities for cost efficiencies and revenue generation through new service offerings and market penetration strategies.

Workforce Development:

Promote a positive and inclusive workplace culture that prioritizes employee engagement, safety, and professional development.
Sustain and expand training/mentorship programs to develop future leaders within the organization and ensure a skilled workforce ready to tackle evolving industry challenges.

Compliance and Governance:

Ensure compliance with all industry regulations, safety standards, and environmental practices, maintaining EC Electric’s strong reputation for integrity and excellence.
Implement risk management strategies to safeguard the company’s assets and sustain its operational integrity.

QUALIFICATIONS

Bachelor’s degree in business administration, engineering, or related field; MBA or relevant advanced degree preferred.
15+ years of experience in senior leadership roles within the electrical contracting or related construction industries.
Proven ability to drive business growth and operational success in a competitive environment.
Strong analytical and problem-solving abilities, with a focus on data-driven decision-making.
Excellent communication and interpersonal skills, adept at fostering collaboration and motivating teams.

Advantages of Working at EC Electric:

Leading electrical contracting organization focused on innovation and sustainability.
Commitment to employee development and career advancement opportunities.
Comprehensive compensation and benefits packages, including health and wellness programs.
Supportive corporate culture values community engagement and social responsibility.
Opportunity to work on high-impact projects that shape the infrastructure of communities.

Interested in Learning More?

180one has been retained by EC Electric to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com .

EC Electric is an Equal Employment Opportunity Employer and ensures equal employment opportunity for all persons without discrimination based on race, color, religion, sex, sexual orientation, national origin, age, disability, marital status, citizenship, or any other characteristic protected by law.

Physical Demands: The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is regularly required to use their hands and talk or hear. The employee is frequently required to stand, walk, sit, reach with hands and arms; climb or balance, and stoop, kneel, crouch, or crawl. The employee must occasionally lift and/or move up to 50 pounds.

Work environment: The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. This includes the ability to have close (clear vision 20 inches or less) and distant vision (clear vision 20 inches or more), Depth Perception (three-dimensional vision, ability to judge distances and spatial relationships); Ability to Adjust Focus (ability to adjust the eye to bring an object into sharp focus), and the ability to see color. The noise level in the work environment can be quiet, moderate, or loud.

The Cost of Hesitation: Why Delaying a Leadership Change Quietly Destroys Value

Mon, 12 Jan 2026 21:48:56 GMT

Few decisions carry more weight, or more emotional friction, than upgrading management. Whether in a private equity–backed business or a closely held private company, leaders know the decision matters. They also know it’s uncomfortable. Incumbent executives may have helped close the deal, built the business, or earned deep loyalty from employees and customers. In that context, waiting can feel prudent, even humane.

Yet across ownership structures, cycles, and industries, the evidence points in one direction: delaying action on leadership misalignment quietly erodes value long before performance visibly breaks.

What the Data Consistently Shows

Research across management transitions paints a consistent picture. Roughly half of PE-backed companies replace the CEO within the first two years of ownership, with many changes occurring in the first year. Studies of executive transitions show failure rates between 30% and 40% in the first 18 months, most often driven not by incompetence but by misalignment- on mandate, pace, or priorities.

The lesson is not that boards are impatient. It’s that leadership fit matters more than familiarity, and a misfit rarely corrects itself with time.

The Most Expensive Period Is After Doubt Sets In

By the time a board or ownership group agrees that a leadership upgrade may be needed, value erosion is often already underway. Growth initiatives slow. Decision-making becomes cautious. Reporting grows heavier as leaders explain results instead of driving them. High performers sense uncertainty and begin to disengage.

In PE-backed environments, this dynamic plays out faster and with fewer buffers. But private companies experience the same slow bleed, just over a longer horizon.

The “One More Quarter” Fallacy

“Let’s give it one more quarter” is one of the most expensive sentences in governance.

Boards and owners often justify delay by pointing to an initiative in flight, system implementation, or temporary market headwinds. But studies of executive performance show that trajectory matters more than absolute results. If clarity, momentum, and conviction are not improving, time rarely fixes the issue.

A common pattern: leadership change is debated for several quarters. When a new executive finally steps in, they make decisive moves within 60 to 90 days, moves that had been discussed, analyzed, and deferred for a year. The opportunity cost of that delay is real, even if it never appears cleanly in the P&L.

Missed Windows Are Permanent Losses

The most dangerous cost of waiting is not short-term underperformance; it’s a missed opportunity.

In PE-backed companies, similar windows appear around add-on acquisitions, operational transformations, or pricing resets. A capable but misaligned leader can miss those windows by moving too slowly or pulling the wrong levers. Once missed, those opportunities rarely reopen on the same terms.

Loyalty Is Expensive, But So Is Delay

Many delayed leadership changes stem from understandable loyalty: to founders, long-tenured executives, or leaders who were instrumental during diligence or early growth. But fiduciary responsibility ultimately outweighs emotional equity.

The most effective boards separate gratitude for past contributions from clarity about future requirements. They also recognize that earlier action is usually kinder. Early transitions allow for controlled narratives, thoughtful role changes, and dignified exits. Late-stage changes tend to feel abrupt, personal, and destabilizing.

A Simple Test for Owners and Boards

One question cut through most debates:

If we were hiring for this role today, knowing what we now know, would we make the same choice?

If the answer isn’t an unambiguous yes, delay rarely improves the outcome.

Another signal is how leadership discussions consume time. When meetings shift from strategy and growth to coaching, shielding, or compensating for leadership gaps, the decision has often already been made, just not acknowledged.

Why Smart Owners Explore the Market Early

High-performing PE firms, and increasingly, sophisticated private owners, often explore the executive market before a final decision is reached. This isn’t about undermining management; it’s about sharpening judgment.

Seeing the caliber of available talent reframes the question from “Can this work?” to “Is this the best we can do?” In many cases, an external perspective provides clarity faster than another quarter of internal debate.

Timing is Everything

Upgrading management is never easy. But the evidence, data, deals, and lived experience are clear: indecision is rarely neutral.

The organizations that consistently outperform aren’t the ones that change leaders most often. They’re the ones who change them on time. And in a world of compressed timelines, competitive markets, and rising expectations, timing isn’t just a leadership issue; it’s a value creation issue.

New Opportunity: General Counsel

Mon, 05 Jan 2026 22:54:58 GMT

General Counsel

ABOUT THE COMPANY

A-dec is the premium leader in the dental equipment industry, designing and manufacturing products that span dental chairs, lights, handpieces, furniture, air management, infection control, and delivery systems found in dental offices and operatories. With over 1300 employees and headquartered in Newberg, Oregon, A-dec’s familial culture and values have been attributed to their commitment to the Newberg community and its employees through various investments and programs.

ABOUT THE POSITION

The General Counsel (GC) will manage legal matters for the organization and affiliated entities, including all litigation defense coordination, intellectual property, business development, contracting, unfair trade practices, anti-trust, corporate governance, and the coordination of legal matters managed by outside counsel. GC will provide legal advice to management, provide counsel on negotiating corporate transactions, and prepare related documentation. Provide strong leadership, guidance, and pragmatic business acumen, recognizing the business consequences of legal advice. GC is a strategic and innovative thinker who can develop and articulate a clear understanding of the company’s strategy from all perspectives and find creative solutions to complex legal problems with a strong ability to balance legal and business risk.

DUTIES & RESPONSIBILITIES

Corporate Governance & Strategy

Serve as a trusted legal advisor to the executive leadership team on corporate governance and risk management.
Oversee corporate governance matters, including board support, entity management, and compliance with applicable corporate laws.
Support business development, joint ventures, and other strategic transactions from due diligence through integration.
Board meeting preparation and serves as acting Secretary in Board of Directors’ meetings and prepares all necessary Board and Shareholder documents.

Regulatory & Compliance

Partner with corporate regulatory leaders to ensure compliance with U.S. and international laws and regulations applicable to medical/dental devices, manufacturing, quality systems, and global distribution.
Interface with corporate regulatory leaders to manage regulatory risk and ensure compliance.
Develop, implement, and maintain company-wide compliance policies and training programs.

Commercial & Contract Management

Draft, review, and negotiate a wide range of commercial agreements, including supplier, distributor, licensing, manufacturing, and customer contracts.
Support global sales and supply chain operations with practical, business-focused legal guidance.
Establish contract standards and processes to improve efficiency and risk management.

Intellectual Property

Oversee protection, management, and enforcement of the company’s intellectual property portfolio, including patents, trademarks, and trade secrets.
Work with internal teams and external counsel on IP strategy aligned with product development and global expansion.

Litigation & Risk Management

Manage all litigation, disputes, and claims, including product liability and commercial matters.
Select and manage outside counsel, controlling costs and ensuring high-quality outcomes.
Oversee risk mitigation strategies.

Legal Operations

Build and lead the legal function, including internal staff and external legal resources.
Develop budgets, manage legal spend, and improve legal operations and processes.
Foster a culture of ethics, compliance, and sound risk judgment across the organization.

MINIMUM QUALIFICATIONS

Knowledge, Skills and Abilities

Strong business acumen with the ability to balance legal risk and commercial objectives.
Deep understanding of regulatory, compliance, and quality requirements in a manufacturing environment.
Excellent negotiation, communication, and leadership skills.
Practical, solutions-oriented mindset with high ethical standards.
Ability to work collaboratively with business clients and proactively become involved in business initiatives.
Ability to interact effectively with associates at all levels in all businesses across North America and in countries where A-dec has a presence.
Ability to interface and negotiate with legal representatives at dealers and suppliers.
Ability to communicate clearly, concisely, and effectively.
Good listening skills.
Skilled at working independently and leading critical matters to conclusion with little supervision, while coordinating with other attorneys and stakeholders.
Demonstrated ability to quickly establish trust and rapport within A-dec.
Strong leadership skills to manage projects and influence decisions, with the ability to be persuasive in reinforcing the best interests of the company.
Understands business implications of decisions.
Strong analytical, organizational, and time management skills.
Travel, including internationally as needed, to perform the duties of the job.
Expert legal document drafting and research skills.

Education and Experience

Requires Juris Doctor (JD) from an accredited law school. Must be a member of the bar in good standing; admission to the Oregon State Bar preferred.
10+ years of legal experience in a relevant law firm or corporate setting.
Experience as an Associate, Assistant, or General Counsel is preferred.
Experience in medical devices, pharmaceuticals, or other healthcare-related experience is desirable.
Experience in a manufacturing business is preferred.
Experience in a global business with international distribution is preferred.

Interested in Learning More?

180one has been retained by A-dec to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: Chief Financial Officer

Tue, 23 Dec 2025 00:17:17 GMT

Chief Financial Officer

ABOUT THE COMPANY

Superior Duct Fabrication is a market-leading fabricator of highly technical commercial ducting and specialty HVAC products, serving mission-critical end markets such as data centers, semiconductor manufacturing, healthcare, higher education, and industrial facilities. Founded in 2002 and headquartered in Pomona, CA, Superior operates out of five strategic manufacturing sites across the Western U.S. and Ohio, with a deeply experienced union workforce, vertically integrated operations, and a reputation for quality, speed, and reliability.

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.

THE ROLE

Superior is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of its private equity-backed, 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, President, and private equity sponsor.

This is a hands-on executive leadership role ideal for a proven financial leader with deep manufacturing expertise and 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 and private equity sponsors on M&A add-on strategies and roll-up execution.
Experience or understanding of value creation planning, reporting, and board-level communication.

QUALIFICATIONS

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 manufacturing 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 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 .

The Coaching Carousel - The Do’s and Don’ts for Businesses

Tue, 16 Dec 2025 18:45:40 GMT

Every winter, the college football coaching carousel becomes one of the most dramatic leadership upheavals in American sports. In 2025, the carousel was particularly volatile. Multiple programs fired coaches earlier than expected, often mid-season, and then rushed into new hires within days. Boosters demanded decisive action; fans amplified pressure, and athletic directors made million-dollar moves under a microscope.

For businesses, it’s easy to dismiss this annual churn as entertainment, but the reality is more nuanced. College football programs face the same leadership dilemmas that companies do - underperformance, culture challenges, stakeholder pressure, competitive threats, and the fear of losing momentum. The difference is that football programs confront these forces at hyper-speed - often making major personnel decisions in hours rather than months.

This accelerated environment produces lessons, both good and bad, about how organizations respond when leadership is failing. Below are the Do’s and Don’ts businesses can take away from the way college football programs fire their coaches, and why they often rush into the next hire.

DON’T: Fire Without a Succession Plan (Even If Pressure Mounts)

One consistent theme from the 2025 season: several programs fired coaches with no clear successor in mind.

UCLA’s dismissal of DeShaun Foster in just three games into the season was a perfect example. Foster was a high-profile alumnus with strong player relationships, but early losses led to escalating fan frustration and internal concerns about program direction. UCLA acted quickly to fire him, but doing so left the program scrambling for leadership and stability. They eventually hired Bob Chesney, who was a strong cultural fit, but the initial firing created unnecessary turbulence.

Businesses often do the same thing. When a leader falters, the pressure to “do something” can eclipse the need for strategic succession. Boards and CEOs sometimes dismiss underperforming executives impulsively, leaving teams directionless and forcing rushed searches.

Business takeaway:
Before making a firing decision, especially under pressure, ensure you have:

a temporary successor
a vetted shortlist
clarity on what the next leader must bring
a transition plan for teams and clients

Without this, you’re not solving a problem- you’re compounding it.

DO: Define What Success Looks Like Before You Search

A core crisis in many football firings is a lack of alignment between expectations and reality. Coaches are often fired not because they’re outright failures, but because the program never clearly defined what success meant.

Look at LSU in 2025. Brian Kelly was fired despite a respectable record by national standards, but LSU boosters expected national contention every year. When performance slipped below that mark, the disconnect became untenable. Then, LSU got caught up in some unnecessary drama with misalignment from multiple stakeholders regarding who has hiring and firing authority. No wonder they never solved what “success” looked like.

The same thing happens in business when leaders are hired under vague or overly ambitious expectations. If “success” means different things to stakeholders, the hire is set to fail.

Business takeaway:
Before starting your search:

Define expectations concretely
Align board and stakeholder vision
Codify cultural priorities

This ensures you hire for reality - not fantasy.

DON’T: Hire in Haste Just to “Win the News Cycle”

College football programs care deeply about perception. When a head coach is fired, boosters and fans expect immediate reassurance. That leads to knee-jerk hires where the priority is speed and optics rather than fit.

The 2025 carousel saw multiple programs rush hires within days of firing coaches, sometimes skipping broader searches. Penn State was rumored to have engaged in serious discussions with 3 prospects, with all of them negotiating new deals with their current programs, before the Nittany Lions landed on Matt Campbell from Iowa State.

Businesses do this too. After a public executive departure, companies sometimes hire quickly just to demonstrate control. But a fast hire that later fails is far more damaging than a slow, deliberate one.

Business takeaway:
Speed should never outrank strategy. A thoughtful process reassures stakeholders more than a rushed announcement ever will.

DO: Learn From the Mistake and Adjust the Next Hire Accordingly

Some programs in 2025 demonstrated a valuable principle: the second decision can fix the first, if you learn from it.

UCLA’s rehire after firing Foster showed clear reflection. Their initial hire emphasized emotional connection and recruiting upside. But the next move, hiring Bob Chesney, emphasized proven systems, clear identity, and cultural alignment. UCLA changed its criteria and recalibrated its expectations.

Similarly, Stanford fired Troy Taylor earlier in the year following concerns about program direction and culture. Their next hire, Tavita Pritchard, was a past member of the Cardinal’s coaching staff known for stability and alignment with Stanford’s academic and philosophical identity.

Rather than repeating the same mistake, Stanford course corrected.

Businesses often fail here. They fire a leader but then hire someone nearly identical, because the root cause of failure was never clearly articulated.

Business takeaway:
Post-mortem analysis is essential. Identify:

What went wrong
What was missing
What stakeholders expected but didn’t receive
What qualities matter most next time

Then hire based on those insights - not simply on instinct.

DON’T: Let Stakeholder Noise Dictate Decisions

In college football, boosters, fans, media, and donors create a storm of pressure. This noise often accelerates firings or influences hires in unhealthy ways.

Businesses face similar noise: activist investors, board factions, client concerns, internal politics, and public perception.

Leaders who succumb to noise risk making short-term decisions that hurt long-term stability.

Business takeaway:
Listen to stakeholders, but don’t let them drive the process.
Data, fit, and long-term strategy must guide leadership hiring.

DO: Leverage Internal Talent When Stability Matters More Than Splash

Amid the chaos of 2025, some programs opted for internal stability rather than external splash.

While many schools chased headline-grabbing hires, others elevated coordinators and internal staff who already had trust equity with players.

These transitions, including schools that promoted assistants after mid-season firings, created continuity in an environment where change was everywhere.

Business takeaway:

The flashy external hire is not always the right one. Internal candidates often bring:

Quicker adaptation
Stronger cultural alignment
Built-in trust
Reduced onboarding risk

Especially after a turbulent departure, stability can be more valuable than novelty.

DON’T: Underestimate the Ripple Effects of Leadership Turnover

Firing in college football isn’t isolated. It affects:

Recruiting
Donor confidence
Locker room morale
Staff retention
Public perception

The same is true in business. Leadership changes impact:

Client relationships
Employee engagement
Brand reputation
Productivity
Strategic continuity

Business takeaway:

Programs that manage these effects proactively, communicate openly, support interim leaders, and maintain messaging discipline reduce fallout.

Businesses need to treat leadership transitions as enterprise-level events, not HR procedures.

The 2025 college football season demonstrated how high-pressure environments reveal the strengths and flaws of leadership decision-making. Businesses can learn from both the impulsive mistakes and intentional successes that football programs showed this year.

If businesses apply these lessons, they’ll avoid the chaos of the coaching carousel, while benefiting from the clarity it provides about leadership, culture, and long-term success.

PMI Selects New Vice President of Operations

Thu, 11 Dec 2025 19:47:36 GMT

180one is pleased to announce our recent partnership with Pavement Maintenance Inc. (PMI) and the resulting hire of their new Vice President of Operations

Founded in 1993 in Portland, Oregon, Pavement Maintenance Inc. (PMI) specializes in sealcoating, striping, pavement and concrete repair, and parking lot sweeping for leading property managers and facility owners throughout the region with its dedicated team of 100 employees. The company serves a diverse customer base across commercial, industrial, multifamily, retail, and healthcare properties, focused on recurring maintenance work and long-term customer relationships.

With PMI’s acquisition of Vancouver Paving, its service offering expanded into all phases of paving, from minor repairs to new construction.

In 2025, PMI joined Trinity Hunt Partners’ newly created paving services platform company Sage Surface Partners (“Sage”). Sage will be represented in the market with other best-in-class commercial paving services companies that share a strong commitment to quality, service, and their people.

Congratulations to PMI and the 180one Search Team on a successful executive placement!

OBRC Selects New Chief Financial Officer

Tue, 11 Nov 2025 18:55:01 GMT

180one is pleased to announce our recent partnership with Oregon Beverage Recycling Cooperative (OBRC) and the resulting hire of their new Chief Financial Officer

Oregon Beverage Recycling Cooperative (OBRC) is the industry steward of Oregon’s nationally recognized beverage container redemption program. We help keep Oregon beautiful by providing outstanding services to our partner distributors, retailers, and the public for the recovery, reuse, and recycling of beverage containers.

OBRC serves as a not-for-profit statewide operator with full vertical integration, making the co-op a major employer and providing more than 500 clean economy jobs in Oregon.

Through their statewide fleet operations, OBRC collects more than 2 billion containers annually for recycling across a network of 2,000+ retail stores, 27 redemption centers, 90+ bag drop locations, and transports them for counting, sorting, and processing across 6 statewide processing centers, preparing these containers for Grade-A domestic recycling.

At a dime per container, the value of refunds adds up fast. This requires speed and accurate reimbursements for retailers and payments directly to consumers and nonprofits. OBRC manages the flow of deposits and container refunds, paying out over $200 million annually to Oregon consumers.

No similar system in America has consumers and the beverage industry working so closely together to achieve outstanding results, and Oregon’s Bottle Bill is popular with consumers. OBRC is proud to serve as the industry steward of Oregon’s Bottle Bill, ensuring Oregon’s beverage container redemption program continues to produce positive results for Oregonians and inspiring positive change beyond our borders as a model program across the globe.

Congratulations to OBRC and the 180one Search Team on a successful executive placement!

Columbia Sportswear Selects New Senior Director of Investor Relations

Fri, 07 Nov 2025 21:50:01 GMT

180one is pleased to announce our recent partnership with Columbia Sportswear and the resulting hire of their new Senior Director of Investor Relations

As a leader in the global active lifestyle apparel, footwear, accessories, and equipment industry, Columbia Sportswear Company has assembled a portfolio of brands dedicated to connecting active people with their passions. In addition to the Columbia brand, Columbia Sportswear Company also owns the Mountain Hardwear, SOREL, and prAna brands.

Founded in 1938 as a small hat company in Portland, Oregon, Columbia Sportswear Company today has grown into an industry icon with $3 billion in annual sales. As a global company, its brands are now sold in approximately 90 countries.

Based in Portland, Oregon, the company is dedicated to making no-nonsense apparel, footwear, and accessories to keep consumers warm, dry, cool, and protected, no matter what. Defined by its innovative gear, Pacific Northwest heritage, irreverent spirit, and family business ethos, Columbia’s products continue to gain worldwide recognition, enabling them to unlock the outdoors for everyone.

Congratulations to Columbia Sportswear and the 180one Search Team on a successful executive placement!

The 7 Wonders of How to Retain Your Best Talent

Tue, 04 Nov 2025 16:46:03 GMT

In today’s hyper-competitive business environment, retaining top talent has become one of the most pressing challenges for organizations of all sizes. According to recent data, 76% of private company executives consider talent retention a key to remaining competitive , and for good reason. The cost of replacing an employee can reach up to two times their annual salary, not to mention the loss of institutional knowledge, customer relationships, and team morale that often follows.

Yet despite leaders recognizing its importance, 51% of employees are actively looking for or open to a new opportunity . This means that roughly half of your workforce could walk out the door at any time if they find a better offer, stronger culture, or more growth potential. In such a landscape, retention isn’t just an HR function; it’s a strategic imperative.

Below, we explore the key drivers of employee retention and how companies can build a culture that keeps their best people engaged, loyal, and thriving.

1. Build a Culture of Recognition and Trust

People don’t just work for paychecks—they work for appreciation. Studies show that 71% of employees would be less likely to leave if they were recognized more frequently . Recognition goes far beyond annual awards or performance reviews; it’s about cultivating a daily culture of appreciation. When employees feel that their contributions are valued, they’re more motivated, more loyal, and more invested in the company’s success.

But recognition must be genuine and consistent. It can take many forms: a manager’s public praise in a meeting, a peer-to-peer “thank you” program, or even a personalized message from leadership. Recognition reinforces belonging, and belonging drives engagement.

However, appreciation alone isn’t enough if leaders fail to act on employee feedback. When organizations solicit feedback but do nothing with it, it creates frustration and mistrust. Employees start to believe leadership doesn’t listen, which erodes morale. Transparency about what’s being done with feedback, whether changes are implemented or not, is essential to maintaining trust and retention.

2. Strengthen Leadership and Management Quality

It’s often said that people don’t quit jobs, they quit managers. The data support this: seven out of ten workers who quit their jobs do so because of a bad manager . Poor management can take many forms, micromanagement, lack of communication, inconsistent expectations, or insufficient support. Whatever the cause, bad management destroys engagement faster than almost any other factor.

To retain your best talent, invest in developing your leaders. Provide training on emotional intelligence, communication, and conflict resolution. Encourage managers to hold regular one-on-ones that focus on coaching rather than just task management. Good leaders inspire people to stay and grow; bad ones drive them away.

Organizations that prioritize leadership development send a clear message: we care about your experience here, not just your output.

3. Make Onboarding an Experience, not a Process

The employee experience starts on day one. A strong onboarding program sets the tone for engagement, connection, and retention. Research shows that 69% of employees are more likely to stay for at least three years after a great onboarding experience . That’s a powerful return on investment for something many companies still treat as a checklist exercise.

Effective onboarding goes beyond paperwork and orientation. It integrates new hires into the company culture, connects them with mentors, and helps them understand how their role contributes to the organization’s mission. The first 90 days are critical; employees decide whether they see a long-term future with the company based largely on this period.

Investing in structured, meaningful onboarding experiences pays dividends in loyalty, productivity, and morale.

4. Offer Continuous Learning and Career Growth

In an era of rapid technological change, professional development is not just a perk; it’s a necessity. 94% of employees say they would stay longer if they had more learning opportunities. That statistic should grab every executive’s attention. Employees want to grow, evolve, and feel like they are moving forward in their careers.

Creating a culture of continuous learning means offering access to courses, mentorship programs, cross-departmental projects, and leadership pathways. It also means making learning accessible through digital platforms, lunch-and-learns, or sponsorships for certifications.

Career stagnation is one of the biggest drivers of turnover. When employees see no path upward, they start looking outward. Companies that invest in developing their people not only improve retention but also future-proof their workforce for tomorrow’s challenges.

5. Align Compensation with Value

While culture, recognition, and growth matter deeply, compensation remains a critical factor. Fifty-six percent of employees say compensation is a top reason they would consider leaving . Fair pay isn’t just about keeping up with competitors; it’s about showing employees they are valued.

This doesn’t always mean being the highest-paying employer in your market, but it does mean being competitive and transparent. Regular salary benchmarking, performance-based bonuses, and clear communication about pay structures build trust and loyalty.

Additionally, benefits play a huge role. Health insurance, retirement contributions, flexible work arrangements, and mental health resources are all part of the total compensation package employees evaluate when deciding whether to stay.

6. Foster a Sense of Purpose and Belonging

Employees today are looking for more than just a job; they’re looking for meaning. They want to know if their work has purpose and that their company stands for something beyond profit. This is especially true for younger generations entering the workforce.

Creating purpose means connecting daily tasks to the broader mission and impact of the organization. When employees understand how their work contributes to something bigger, whether it’s serving customers, improving communities, or driving innovation, they’re more likely to stay committed and engaged.

Belonging also plays a major role. Inclusive cultures where diverse voices are valued foster higher engagement and retention. Employees should feel they can bring their authentic selves to work without fear of judgment or exclusion.

7. Use Data to Drive Retention Strategy

Retention isn’t a guessing game; it’s measurable. Use employee engagement surveys, turnover data, and stay interviews to understand why people stay and why they leave. Look for patterns by department, manager, or tenure.

Once you identify the drivers of turnover, act quickly. Whether it’s improving communication, adjusting workloads, or rethinking career paths, data-driven decisions allow you to focus resources where they’ll have the greatest impact.

Remember: what gets measured gets improved.

Retaining top talent isn’t just an HR initiative - it’s a company-wide commitment. From executives to front-line managers, every leader has a role to play in creating an environment where people feel valued, supported, and inspired to stay.

In the end, companies that treat employees as their most valuable asset - and act accordingly- will not only retain their best talent but also attract more of it. In a world where skilled workers have more choices than ever, the organizations that win will be those that make people want to stay.

CDSG Selects New Chief Financial Officer

Wed, 22 Oct 2025 16:25:50 GMT

180one is pleased to announce our recent partnership with CDSG and the resulting hire of their new Chief Financial Officer

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.

Congratulations to CDSG and the 180one Search Team on a successful executive placement!

Rethinking the Org Chart: Why Successful Companies Avoid Overloading Managers

Fri, 03 Oct 2025 21:54:50 GMT

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 .

PacTrust Selects New Controller

Wed, 24 Sep 2025 16:29:44 GMT

180one is pleased to announce our recent partnership with PacTrust and the resulting hire of their new Controller!

Pacific Realty Associates, L.P. (“PacTrust”) 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.

Congratulations to PacTrust and the 180one Search Team on a successful executive placement!

Les Schwab Selects New Director of Training & Development

Mon, 22 Sep 2025 19:03:40 GMT

180one is pleased to announce our recent partnership with Les Schwab and the resulting hire of their new Director of Training & Development!

Founded in 1952 by Les Schwab, this organization has grown into one of the largest independent tire retailers in the US, with over 530 locations and more than 8,000 employees, and is a top service provider, having won the 2021 Customer Satisfaction award in our category by JD Power. Les Schwab continues to grow and innovate in both products and services, including through new store openings and geographic expansion.

Congratulations to Les Schwab and the 180one Search Team on a successful executive placement!

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

Thu, 04 Sep 2025 17:07:32 GMT

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.

Superior Duct Fabrication Selects New VP of Sales

Wed, 20 Aug 2025 19:53:15 GMT

180one is pleased to announce our recent partnership with Superior Duct Fabrication and the resulting hire of their new VP of Sales

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.

Congratulations to Superior Duct Fabrication and the 180one Search Team on a successful executive placement!

The Papé Group Selects New Director of Finance, Credit and Collections

Fri, 08 Aug 2025 21:44:22 GMT

180one is pleased to announce our recent partnership with The Papé Group and the resulting hire of their new Director of Finance, Credit and Collections

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.

Congratulations to The Papé Group and the 180one Search Team on a successful executive placement!

New Opportunity: Industrial Automation and Robotics Sales Leader

greg@180one.com (Greg Togni) — Wed, 30 Jul 2025 19:08:12 GMT

Industrial Automation and Robotics Sales Leader

About the Company

For over a century, Globe Machine Manufacturing Company has been at the forefront of delivering custom-engineered factory solutions for manufacturers. Our solutions combine decades of proven mechanical performance with cutting-edge automation, controls, and robotics, empowering our customers to achieve next-level operational efficiency.

Globe Machine was acquired by Westward Partners in 2024. Westward Partners is a Seattle based private equity firm investing in lower middle market businesses across a variety of industries based in the Pacific Northwest. The acquisition will set Globe up for accelerated growth and help the Company better serve new and existing customers through innovation, training, parts and service – something it has done successfully for over a century.

About the Role

Reporting directly to the CEO, this net new sales leadership role supporting Industrial Automation and Robotics solutions will be integral in developing new customers and channels for Globe Machine. This strategic leadership role is responsible for driving revenue growth, expanding market share, and developing high-performance sales strategies in line with company objectives.

Success in this role requires not only strategic sales skills but also the technical proficiency to steer project definition, design, and sales initiatives. Effective collaboration with Globe’s engineering and manufacturing operations is imperative to achieve these objectives.

The ideal candidate will have a deep knowledge of industrial automation technologies and proven success in managing complex sales cycles in a B2B environment, and must possess the ability to instill customer confidence and foster strategic alliances within the industry. Furthermore, they must exhibit strong leadership qualities and excel as a team player.

Key Responsibilities

Sales Strategy

Develop a comprehensive, data-driven sales strategy tailored to the industrial automation landscape, aligning with overall business objectives and long-term revenue goals.
Conduct market segmentation and competitive analysis to identify high-growth sectors, emerging trends, and underserved customer segments.
Define clear value propositions and differentiated messaging for key verticals to enhance market penetration.
Establish pricing strategies and commercial models that reflect customer value, margin targets, and competitive positioning.
Monitor market conditions, customer buying behavior, and competitive dynamics to proactively adjust strategy and maintain a strong market position.

Business Development & Market Expansion

Identify new business opportunities across new industrial sectors (e.g., manufacturing, automotive, food & beverage).
Expand into new regions and market segments with tailored go-to-market plans.
Drive channel strategy and channel partnerships with OEMs, system integrators, distributors, and direct accounts.

Customer & Partner Engagement

Build and maintain strong executive relationships with strategic customers and partners.
Oversee complex sales cycles, including technical solutions selling, contract negotiation, and long-term account management.
Ensure a high level of customer satisfaction and retention by aligning solutions with business outcomes.

Cross-Functional Collaboration

Work closely with engineering, marketing, product, and other teams across Globe to align product offers with market demands and customer feedback.
Provide strategic input into pricing, product development, and solution positioning based on frontline insights.

Forecasting & Performance Management

Deliver accurate sales forecasts, pipeline reviews, and performance reporting to executive leadership.
Utilize CRM and other data sources to drive sales insights and optimize sales operations.

Competitive & Market Intelligence

Monitor industry trends, emerging technologies, and competitive activity to inform sales strategy and maintain market position.
Acts as the voice of the customer within Globe to ensure solution relevance and competitive differentiation.

Qualifications:

Bachelor’s degree in engineering, business, or a related field of study.
7+ years of progressive sales leadership experience in industrial automation, controls, robotics, integration, or related industries.
Proven track record of meeting or exceeding multi-million-dollar revenue targets.
Knowledge of automation and robotics technologies (e.g., PLCs, robotics, motion control, sensors, etc.).
Strong negotiation, communication, and presentation skills.
Team player with a natural ability to collaborate with management, sales team, engineers, shop personnel, customer service, and field service personnel required.
Proven track record of independently managing clients and their account retention and growth required.
Ability to handle multiple priorities efficiently, retain a sense of urgency, and meet strict timelines required.
Conduct oneself with the highest level of professionalism and ethical standards.
The ability to travel up to or exceeding 50%.

180one has been retained by Globe Machine to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

The Outsiders - Hiring a CEO from Outside the Industry Might Be the Bold Move Your Company Needs

greg@180one.com (Greg Togni) — Tue, 29 Jul 2025 23:16:58 GMT

When it comes to picking a new CEO, most boards reach for the usual suspects: executives with deep industry experience, often from within the same company or sector. That approach can feel safe, familiar candidates, known resumes, and minimal learning curves. But sometimes, playing it safe is the riskiest move of all.

Two bold CEO appointments, Lou Gerstner at IBM in 1993 and Luca de Meo at Kering (home to Gucci, Saint Laurent, and Balenciaga) in 2025, offer compelling lessons in why bringing in an outsider can not only revitalize a struggling company but completely redefine its future.

When a company is facing a critical inflection point, whether due to market shifts, internal stagnation, or a crisis of identity, looking beyond the usual talent pool may be exactly what’s needed.

The IBM Pivot: Why the Best Choice Isn’t Always the Obvious One

When IBM was on the brink of collapse in the early 1990s, the board had every reason to hire a tech industry insider. The company’s mainframe business was declining, and pundits believed the only way forward was to break it apart. The business media circled around technologists like John Sculley (Apple), Ben Rosen (Compaq), and George Fisher (Motorola) as obvious successors for IBM. It seemed clear: IBM needed someone with computer experience.

Instead, the board chose Lou Gerstner , a marketing-focused executive with no background in tech. He had led American Express but had never worked at a tech firm. To most, it seemed like a wild bet.

But Gerstner had what IBM truly needed: a clear-eyed view of business fundamentals, customer orientation, and the courage to challenge entrenched thinking. Within weeks, he diagnosed IBM’s core problem - not a dying mainframe business, but a bloated cost structure and poor pricing strategy. He slashed costs, dropped prices, and pivoted the company toward software and services. The result: IBM swung from an $8 billion loss to a $3 billion profit in under two years. The stock doubled in less than three.

The takeaway? Gerstner succeeded not because he understood technology better than the insiders, but because he saw the business more clearly. His outsider lens became his greatest asset.

Kering’s Gamble: When a Fashion House Needs a Fixer

Fast-forward to 2025. The luxury giant Kering , home to Gucci, Saint Laurent, and Balenciaga, is flailing. Once a cultural powerhouse, the company has lost over 60% of its market value in two years. Gen Z is turning away. Investors are panicking. Gucci, the group’s crown jewel, has lost its sparkle. Leadership is uncertain. The traditional luxury playbook isn’t working.

Enter Luca de Meo , a car executive.

Best known for his turnaround successes at Fiat, SEAT, Volkswagen, and most recently Renault, de Meo is a brand strategist, not a fashion insider. But in an unexpected move, Kering’s longtime CEO François-Henri Pinault tapped him as his successor.

To some, the decision was shocking. To others, it was exactly what Kering needed.

Like Gerstner, de Meo is a seasoned operator with a history of revitalizing stagnant brands. He brought the Fiat 500 back to life. He revived Renault’s design appeal. And, importantly, he understands how to manage complexity at scale, just like a fashion conglomerate demand.

Pinault explained the decision simply: “His experience at the helm of an international listed group, his sharp understanding of brands, and his sense of a strong and respectful corporate culture convinced me that he is the leader I was looking for.”

In other words, Kering isn’t betting on fashion expertise. It’s betting on vision, brand building, and courage , qualities that transcend sectors.

What Great Boards Understand About CEO Selection

These two stories - IBM in 1993 and Kering in 2025 - share a deeper lesson about board behavior: great boards don’t just look for experience. They look for fit, capability , and contextual leadership .

According to governance experts, the best board members do four things related to CEO selection that others often overlook:

Clarify essential qualities : They define the two or three critical capabilities required to lead the company now , not a generic list of leadership traits.
Stay open-minded : They don’t default to insiders or industry lifers. They consider external candidates who might bring unconventional strengths.
Understand true fit : They go deep to match the candidate’s strengths to the business’s unique challenges - not just resume credentials.
Accept imperfections : No candidate is perfect. Great boards don’t let minor gaps outweigh major potential.

The IBM board, for example, didn’t get fixated on Gerstner’s lack of tech experience. They focused on his customer acumen, strategic thinking, and execution muscle . Kering is doing the same with de Meo: prioritizing brand vision and organizational agility over fashion-world familiarity.

Why Outsiders Sometimes Make the Best Insiders

There’s a myth that only someone “from the industry” can understand a company’s product or sector. But often, industry veterans are too close to the way things have always been done . They bring assumptions, biases, and sometimes too much reverence for tradition.

Outsiders, on the other hand, are unencumbered. They ask disruptive questions. They bring fresh playbooks. They’re more willing to cut sacred cows or challenge failing strategies. And when paired with a strong leadership team that fills in any gaps, they can create transformative results.

In both IBM and Kering’s case, their challenges weren’t about industry-specific knowledge. They were about strategic misalignment, outdated business models, and fading relevance. And those are problems a great leader, regardless of background, can solve .

So, When Should You Look Outside?

Hiring an outsider isn’t always the right call. But it can be the smartest one in situations like:

An identity crisis (like Kering): when the company no longer knows who it is or how to connect with a new generation of consumers.
A deep turnaround (like IBM): when the internal culture is stuck and bold change is needed.
A strategic pivot : when the business must evolve quickly, and current leadership lacks the skills or courage to get there.
A stagnant succession pool : when the internal candidates reflect the past more than the future.

Bold Moves Create New Futures

Both Lou Gerstner and Luca de Meo walked into the industries they weren’t born in. They remind us that leadership is less about where you come from, and more about how you think, act, and lead.

Boards that have the courage to look outside their industry not only to widen the talent pool - but they also give their companies the best shot at meaningful transformation.

In moments of crisis or reinvention, you don’t need more of the same. You need someone who sees things differently and has the guts to act on it.

New Opportunity: Vice President of Operations & Purchasing

Mon, 14 Jul 2025 21:16:53 GMT

 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

greg@180one.com (Greg Togni) — Wed, 02 Jul 2025 18:24:02 GMT

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.

The Papé Group Selects New President of Agriculture & Turf

greg@180one.com (Greg Togni) — Mon, 23 Jun 2025 23:21:53 GMT

180one is pleased to announce our recent partnership with The Papé Group and the resulting hire of their new President of Agriculture & Turf

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 Papé remains committed to strengthening its operational foundation while remaining closely connected to the customers and communities it serves.

Congratulations to The Papé Group and the 180one Search Team on a successful executive placement!

VSG Selects New Vice President of Sales & Marketing

Tue, 10 Jun 2025 15:51:34 GMT

180one is pleased to announce our recent partnership with VSG and the resulting hire of their Vice President of Sales & Marketing

Dover’s Vehicle Service Group (VSG), is the global leader in designing and manufacturing vehicle service, collision and automotive OEM equipment. It is one of the founding companies of Dover Corporation, an eight billion dollar diversified global manufacturer. VSG consists of fifteen leading vehicle lifting brands (Rotary, Forward, Blitz, Ravaglioli etc.), collision repair (Chief), wheel services, diagnostics (Butler, Rotary, Chief and Ravaglioli) and tier-one automotive brands (WARN Automotive) with operations worldwide, including regional business operation centers and large manufacturing facilities in the U.S., Europe and Asia.

Congratulations to VSG and the 180one Search Team on a successful executive placement!

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

Fri, 06 Jun 2025 18:06:58 GMT

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.

SawStop Selects New Director of Supply Chain

greg@180one.com (Greg Togni) — Wed, 28 May 2025 22:36:16 GMT

180one is pleased to announce our recent partnership with SawStop and the resulting hire of their Director of Supply Chain!

SawStop is a leader in premium table saws and accessories, known for its patented Active Injury Mitigation (AIM) technology, which stops a blade in under 5 milliseconds to prevent serious injury. Founded in 2000 by patent attorneys with science and engineering backgrounds, SawStop has over 200,000 saws in use and more than 100 U.S. and international patents.

In 2017, SawStop was acquired by Germany’s TTS Tooltechnic Systems, parent of Festool, enabling continued growth, innovation, and a shared commitment to precision, safety, and industry-leading quality.

Congratulations to SawStop and the 180one Search Team on a successful executive placement!

What Companies Can Learn from the NFL Draft About Hiring the Right Talent

greg@180one.com (Greg Togni) — Fri, 02 May 2025 17:15:21 GMT

In the 2025 NFL Draft, Shedeur Sanders, once projected as a top five pick, experienced a surprising fall to the fifth round before being selected by the Cleveland Browns. This unexpected drop raised questions about his draft stock and the factors influencing team decisions. Despite his impressive college career, including setting school records and other accolades, Sanders' draft experience underscores a crucial lesson for companies: hiring decisions are multifaceted and not solely based on past performance or potential. Just as NFL teams must consider various factors beyond a player's statistics, businesses should adopt a comprehensive approach to hiring, evaluating candidates holistically to ensure the best fit for their organization's needs.

While the NFL Draft might just look like a televised event where young athletes get picked by professional teams, beneath the fanfare is a highly strategic, data-driven process that offers invaluable insights into one of the most important business practices: hiring .

If you're in the corporate world and responsible for recruiting talent—whether you're a founder, HR executive, or team leader, there's a lot you can learn from how NFL teams approach drafting. Let’s explore how this intense, high-stakes selection process mirrors and can elevate traditional corporate hiring.

Understand What You’re Hiring For

The first step in great hiring is clarity. In one NFL team, draft results consistently lagged for one side of the ball. A simple survey revealed why: there was zero consensus among scouts and coaches about what success looked like at a key position. Without a shared vision, decisions were scattershot.

In business , the same thing happens. Teams rush to hire without aligning on goals. Do you need a disruptive innovator or a steady team player? A generalist or a deep specialist? Skipping this conversation sets you up to fail.

Tip : Clearly define roles with specific traits, values, and performance goals before interviewing even begins.

Structure Beats Technology

Despite all the tech, there’s no magical algorithm that guarantees a good draft pick. What separates the top NFL teams is process , consistent, disciplined evaluation systems. The same principle holds true in business.

Unstructured hiring decisions are noisy and prone to bias. Managers get influenced by irrelevant factors: a great handshake, a shared alma mater, or how the last interview went. Consistency comes from structured scorecards, checklists, and predefined evaluation criteria.

Tip : Use structured interviews and weighted scorecards to keep evaluations focused and replicable.

Keep Evaluators Independent

One underrated tactic NFL teams use: separating scout opinions. Some teams purposely blind scouts to each other's evaluations to preserve independent judgment. That’s critical, because once someone hears a strong opinion, they’re prone to “anchor” on it, consciously or not.

In corporate hiring , it’s the same story. If the first interviewer gushes about a candidate, others may unconsciously lower their guard. True diversity of opinion only exists if assessments are made independently.

Tip : Have team members submit their evaluations separately before group discussions.

Interviewing is Like the Combine – But Not Everything

The NFL Combine is a week-long showcase where draft prospects go through physical and mental tests. But teams don’t draft solely based on who runs the fastest 40-yard dash. They look at long-term potential, game tape, and coachability .

In companies , i nterviews are important, but they’re just one part of a broader evaluation. Candidates may be nervous, overly rehearsed, or misrepresent their skills. Supplement interviews with trial projects, references, and past performance reviews.

Tip : Give candidates real-world problems to solve that mimic the work they’ll be doing.

Fit Over Flash

Some of the NFL’s biggest draft busts were players with jaw-dropping athleticism who simply didn’t fit into the team’s system. Conversely, many late-round picks became legends because they were a great fit for a team's specific needs and culture.

In business , skills can be taught, but cultural fit, adaptability, and motivation are harder to instill. Ask: Will this person thrive in our environment? Will they complement our team dynamics?

Tip : Ask culture-focused questions and involve future teammates in the interview to assess chemistry.

Break Candidates into Components

NFL teams don’t evaluate a player as just “good” or “bad.” They break skills down: footwork, decision-making, toughness, coachability. Then they score each attribute separately.

In hiring , we often rely on vague impressions. But global ratings are prone to bias and inconsistency across interviewers. Instead, decompose the job into core competencies—communication, technical ability, leadership, and score each explicitly.

Tip : Break job performance into 4–6 distinct traits and rate each on a consistent scale.

Rebuild the Full Picture- Mechanically

After breaking down a candidate’s attributes, NFL teams reassemble their evaluations into an overall rating. Some simply average scores across scouts. It might sound simplistic—but it’s surprisingly effective.

In companies , intuitive judgment often dominates. The loudest voice or most senior person can sway the group. Instead, use aggregated, weighted scores as a starting point. It creates a more objective, repeatable process.

Tip : Let the data guide your shortlist, then use discussion to refine (not override) decisions.

Data-Informed Decisions Are Key

NFL franchises now use advanced analytics to measure player performance in ways the eye test alone can’t. From GPS tracking of player speed to AI-assisted video analysis, decision-makers are armed with data.

Lesson for companies : Go beyond gut feelings and use structured hiring practices . Utilize assessment tools, skill tests, and personality inventories.

Tip : Implement scorecards during interviews and pre-hire assessments for objectivity.

High Draft Pick ≠ Guaranteed Success

Tom Brady was a sixth-round pick. Kurt Warner went undrafted. Meanwhile, many five-star athletes flamed out. The lesson? Success isn’t always visible on a resume.

In hiring , don’t over-rely on pedigree. Grit, curiosity, and coachability are better predictors of future success than past prestige.

Tip : Ask candidates about setbacks, learning moments, and how they seek feedback.

Final Whistle

There is no silver bullet for hiring- no AI tool, test, or gut instinct that will always get it right. But there is a better way: a repeatable, structured, thoughtful process .

The NFL Draft, for all its hype, works because the best teams stick to principles: define goals, evaluate consistently, prioritize fit, and learn over time. These same principles can help any organization—from startups to Fortune 500s—build stronger teams and better futures.

So next April, when the draft rolls around, don’t just watch for your favorite team’s pick. Take notes. Because if you want to win the talent game, the playbook is already out there.

Oregon Tool Selects New Chief Financial Officer

greg@180one.com (Greg Togni) — Thu, 01 May 2025 16:06:14 GMT

180one is pleased to announce our recent partnership with Oregon Tool and the resulting hire of their Chief Financial Officer!

Founded in 1947, Oregon Tool, Inc. has grown from a basement in Portland, Oregon, to a global designer, manufacturer, and marketer of precision cutting tools, equipment, and accessories for consumers and professionals in more than 110 countries with 3200 team members.

Building off the pioneering spirit of its founder, Joseph Buford Cox, Oregon Tool has transformed the cutting industry and has become the world’s #1 manufacturer of saw chain and guide bars for chainsaws and diamond saw chain for concrete and pipe, a leading manufacturer of agricultural tractor attachments, and the leading OEM supplier of first-fit and replacement parts. Its products are sold into the aftermarket through multiple channels, including distributors, dealers, mass merchants, and e-commerce, as well as to original equipment manufacturers for “first fit” use on new equipment. Since its founding in the 1940s, Oregon Tool has grown from a family business into a multinational organization.

Congratulations to Oregon Tool and the 180one Search Team on a successful executive placement!

Pike Street Capital Selects New Board Member

greg@180one.com (Greg Togni) — Wed, 23 Apr 2025 17:33:30 GMT

180one is pleased to announce our recent partnership with Pike Street Capital and the successful placement of a new Board Member for Superior Duct Fabrication, a Pike Street portfolio company!

Superior Duct Fabrication is a leading provider of commercial and industrial HVAC duct systems, known for its high-quality fabrication, reliability, and customer service. The company serves a wide range of industries, delivering complex ductwork solutions with precision and speed.

Pike Street Capital, a Seattle-based private equity firm focused on industrial growth companies, acquired Superior Duct Fabrication as part of its strategy to invest in scalable, high-performing manufacturing businesses. Pike Street partners with management teams to accelerate growth and build long-term value through operational improvements and strategic leadership.

As part of this effort, Pike Street Capital partnered with 180one to recruit a new board member to help guide Superior Duct’s continued expansion and success.

Congratulations to Pike Street Capital, Superior Duct Fabrication, and the 180one Search Team on a successful board placement!

Unicorn (Candidate) Migration Trends to Consider

greg@180one.com (Greg Togni) — Mon, 07 Apr 2025 19:03:04 GMT

Let’s face the music, or the new reality that attracting executives to move across the country for an opportunity has become increasingly difficult for a variety of circumstances. As businesses look to recruit top talent at executive levels, understanding the shifts in migration trends before you launch a search, better yet, as you plan a position, might be the difference of landing a great candidate in a reasonable amount of time, or dragging out a search for the unicorn who can’t be found. Let’s look at some of the factors and trends together that might shape how your organization moves forward in conducting a national executive search.

Understanding the 2024 Relocation Landscape

The 2024 Allied Migration Report paints a picture of a U.S. population increasingly seeking affordable living spaces, a better work-life balance, and more favorable economic conditions. Despite a 20% overall decrease in interstate relocations from 2022 to 2024, the main driver of those relocating is the alignment of their personal and professional goals.

The report also underscores the shift toward midsize cities and suburban areas as more desirable destinations. This trend is being driven by a combination of rising housing costs in major cities, economic uncertainty, and a greater demand for improved quality of life. Companies looking to relocate candidates must consider a range of factors to ensure that they are not only attracting talent but also providing a work environment that matches these evolving preferences.

Here are 5 key aspects that companies should score themselves against to determine how desirable their location is for the market. Depending on how one scores, it can help highlight the probability of relocating or needing to adjust the candidate profile to match candidates in the current geographic market not needing relocation.

1. Housing Affordability and Living Costs

One of the most significant motivators for relocation in 2024 is housing affordability. In 2023, soaring housing costs in urban centers like San Francisco, Los Angeles, and Chicago pushed many people to consider smaller cities and suburban areas where the cost of living is lower.

When relocating candidates, it's crucial for employers to consider how the cost of housing in their city or region will impact the candidate’s overall financial well-being. If your company is in a higher cost area, providing a sign-on bonus towards housing can be one lever to pull to cover the gap.

2. Remote Work and Flexible Work Arrangements

The rise of remote work in the wake of the pandemic continues to shape relocation patterns. With many employees now able to work from anywhere, some candidates are looking for jobs that allow them to live in more affordable or attractive locations while still benefiting from a competitive salary. The ability to work from home (or a hybrid model) has made relocation less about proximity to the office and more about finding a place that offers a better quality of life.

For employers, it’s essential to evaluate whether the role can be offered remotely or with flexible work arrangements. If the company is headquartered in a high-cost city but allows employees to work from anywhere, the business might be able to attract candidates from more affordable regions while offering competitive salaries. On the other hand, if the position requires in-office attendance, it’s important to highlight the benefits of relocating to that city—such as lifestyle factors, community offerings, and career advancement opportunities.

3. Job Market and Industry Opportunities

Candidates are increasingly moving to regions where job markets are thriving, particularly in industries like technology, renewable energy, healthcare, and finance. The 2024 Allied Migration Report noted that states with growing job markets are experiencing strong inbound migration. How would classify your region’s overall job market?

Candidates want to know that if they were to relocate, and for some reason down the road they leave the organization – what other opportunities exist for them locally. If there are no other reasonable and likely options related to their industry, or expertise - this can pose another hurdle that needs to be addressed.

It’s essential to evaluate whether the region offers the kind of industry opportunities that will keep the candidate’s career trajectory on track.

4. Tax Policies and Financial Incentives

Tax policies are a key factor influencing relocation decisions in 2024. States with no income tax have seen an increase in inbound migration, with people moving to these states in search of more disposable income. The economic uncertainty and high inflation rates in 2024 have made individuals more conscious of their financial situations, and tax-friendly states are becoming increasingly attractive.

Employers looking to relocate candidates should consider the tax implications of moving employees to specific regions.

5. Quality of Life and Lifestyle Considerations

Beyond financial factors, candidates are also considering lifestyle factors when deciding where to relocate for work. According to the 2024 Allied Migration Report, many people are moving to regions that offer a better balance of work and life, which includes access to quality healthcare, good schools, recreational activities, and a desirable climate.

For employers, this means understanding the lifestyle preferences of potential candidates and emphasizing how the region supports these needs.

What’s the Score?

So how did your region score? How will it impact how you go to market with the position? Did you adjust the candidate profile to mirror what exists in the local candidate market, or is your region highly desirable to attract the unicorn?

As migration patterns evolve, companies that adapt their candidate profiles and expectations to these shifting dynamics will be well-positioned to thrive in an increasingly mobile workforce.

Impel Selects New Corporate Development Manager

christine@180one.com (Christine Kennedy) — Wed, 12 Mar 2025 06:13:36 GMT

180one is pleased to announce our recent partnership with Impel and the resulting hire of their Corporate Development Manager!

About the Company

Impel is a family of companies that offer comprehensive flow management solutions in partnership with each other and the best manufacturers in the world. Each of Impels branches represent individual brand cultures and span the West Coast. Impel serves customers in water, wastewater, agriculture, industrial, manufacturing, energy and mining.

Impel was founded in 2021 with a vision to build a “one-stop shop” to serve municipal and industrial fluid management needs by acquiring complementary capabilities in contiguous geographies. The platform launched with the first acquisition of PumpTech , a premier distributor of high-quality pumping products and systems serving the Pacific Northwest. Subsequent acquisitions have grown Impel to over ten fluid management companies throughout the US.

Impel is backed by Pike Street Capital , a private equity firm based in Seattle, WA. Recently, Pike Street successfully raised capital to fund additional acquisitions. Impel is actively pursuing growth opportunities and remains focused on acquiring and partnering with family-owned and operated companies in the sector.

Congratulations to Impel and the 180one Search Team on a successful executive placement!

The 4 Letter Word That Every Private Company Should Know About – LTIP

greg@180one.com (Greg Togni) — Mon, 10 Mar 2025 01:37:41 GMT

Long Term Incentive Plans (LTIPs) and Why to Implement

Executive compensation is a nuanced and multifaceted subject that involves a delicate balance between rewarding top talent and aligning their interests with the long-term success of the organization. Typically, executive pay packages consist of three primary components: base salary, annual bonuses, and long-term incentive plans (LTIPs). While base salary and annual bonuses have historically been the most visible and commonly discussed elements of executive compensation, LTIPs are increasingly being recognized as the third and arguably most important leg of the stool.

LTIPs serve as a tool for aligning the goals of executives with those of the company over the long term, offering rewards that are tied to the sustained growth and profitability of the organization. As businesses evolve and face growing challenges, LTIPs have become a central component in shaping how executives are compensated, ensuring they remain focused on creating long-term shareholder value.

Over the past 75 years, LTIPs have been a common feature in public companies, where stock options, performance shares, and other equity-based incentives align executives with shareholder interests. It hasn’t been until the past couple of decades that private companies have implemented LTIPs to align executives' interests with the long-term success of the company, but also almost out of necessity to compete for the same talent who might already possess an LTIP as part of their compensation.

What Are Long-Term Incentive Plans (LTIPs)?

Long-Term Incentive Plans (LTIPs) are compensation structures designed to reward executives for achieving long-term business goals. Unlike annual bonuses, which are typically tied to short-term financial metrics, LTIPs are structured to reward performance over a longer time horizon—usually three to five years or more. The primary purpose of LTIPs is to ensure that executives are motivated to focus on sustainable growth, value creation, and the long-term health of the company.

The Factors Driving the Adoption of LTIPs in Private Companies

According to a survey by WorldatWork, approximately 63% of private companies are using LTIPs as a means of rewarding executives and aligning their interests with the company’s long-term success. Several factors have contributed to the rise in popularity of LTIPs in private companies, ranging from the quest for competitive advantage to changes in organizational dynamics and evolving employee expectations. But the following reasons might shed additional insight:

Companies with LTIPs Have 30% Higher Revenue Growth: Research by the National Center for Employee Ownership (NCEO) found that companies that implement equity-based LTIPs experience 30% higher revenue growth compared to those that do not. The statistic underscores the positive impact of LTIPs on a company’s overall performance, as they drive executive focus on achieving goals that lead to sustained revenue growth, innovation, and market expansion.
91% of Executives in Private Companies Cite LTIPs as Key to Retention: A survey by Korn Ferry found that 91% of executives in privately held companies consider LTIPs an essential factor in their decision to stay with the company. The statistics demonstrate the significant role LTIPs play in retaining key talent, ensuring that executives are motivated to stay with the company over the long term. By offering equity-based compensation, companies can reduce turnover and keep their leadership team focused on long-term objectives.
Companies With LTIPs Are 50% More Likely to Meet Exit Targets: According to a report by Bain & Company, private companies that implement LTIPs are 50% more likely to meet or exceed their exit targets during mergers, acquisitions, or initial public offerings (IPOs). By aligning executives' interests with long-term value creation, LTIPs motivate leadership to work toward achieving the performance metrics that will maximize the company’s value at the time of sale or public offering.
Transitioning Ownership and Succession Planning: For family-owned businesses or privately held companies with a significant ownership stake held by a small group, succession planning is another critical factor in the decision to adopt LTIPs. As the company grows and the leadership team evolves, there may be a need to transition ownership to new management. LTIPs can help retain key executives during this period of change, providing financial incentives that keep the team focused on the company’s long-term growth even during periods of uncertainty.

As businesses strive to remain competitive and evolve in an increasingly dynamic marketplace, the adoption of LTIPs has evolved as a key driver for optimizing performance. No longer limited to public companies; private companies have increasingly recognized the benefit and need for these compensation structures. Perhaps adding these 4 simple letters (L-T-I-P) to a company’s compensation program could be the difference maker that they’ve been looking for.

Forest City Trading Group Selects New Assistant General Counsel

greg@180one.com (Greg Togni) — Mon, 03 Mar 2025 21:34:36 GMT

180one is pleased to announce our recent partnership with Forest City Trading Group and the successful placement of a new Assistant General Counsel!

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 800 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.

Congratulations to FCTG and the 180one Search Team on a successful placement!

A-dec Selects New SVP of Manufacturing

Fri, 28 Feb 2025 20:14:59 GMT

180one is pleased to announce our recent partnership with A-dec and the resulting hire of their SVP of Manufacturing!

ABOUT THE COMPANY

A-dec is the premium leader in the dental equipment industry designing and manufacturing products that span dental chairs, lights, handpieces, furniture, air management, infection control and delivery systems found in dental offices and operatories. With over 1300 employees, and headquartered in Newberg, Oregon, A-dec’s familial culture and values have been attributed to their commitment to the Newberg community and its employees through various investments and programs.

Congratulations to A-dec and the 180one Search Team on a successful executive placement!

Skutt Selects New Chief Executive Officer

Wed, 19 Feb 2025 21:32:09 GMT

180one is pleased to announce our recent partnership with Skutt and the resulting placement of their new Chief Executive Officer!

Based in Portland, Oregon, Skutt is the leading manufacturer of kilns and pottery wheels in North America. With the help of over 85 employees, Skutt is committed to building the highest quality products serving schools, hobby and production potters.

Skutt ensures the highest level of product quality by investing in its people, equipment and lean manufacturing processes.

Skutt firmly believes that happy employees translate into happy customers. Many of Skutt’s team members have been with the company for over 10 years.
The equipment used to make heating elements, transform bricks, and build controllers leads the industry in innovation and performance. Skutt knows that great equipment translates into fewer problems and happy customers.
Skutt is always striving to give customers more value and better quality which is why all team members (office and plant) have been trained in lean manufacturing practices.

Congratulations to Skutt and the 180one Search Team on a successful executive placement!

Lease Crutcher Lewis Selects New Vice President of People Services

Thu, 13 Feb 2025 19:57:11 GMT

180one is pleased to announce our recent partnership with Lease Crutcher Lewis and the resulting hire of their VP of People Services!

ABOUT THE COMPANY

Every Decision. Every Detail. Every Day. Locally owned since 1886, Lease Crutcher Lewis is a commercial construction company committed to making a positive impact for their clients and the community they build in. At Lewis, where every employee is an owner, their people are empowered to make decisions – big and small – to meet the goals of their clients. They understand that in construction even the smallest of details affect the integrity of the work and the safety of their sites. That’s why their teams are tenacious when it comes to getting it right, day in and day out, to deliver quality buildings that stand the test of time. With personal fulfillment as one of their six core values, Lewis has a collaborative and supportive culture committed to the success and development of their people.

A few notable projects which highlight their expertise in delivering high-quality, innovative projects for their clients include: The Rainier Square Tower in downtown Seattle; the Oregon Zoo Elephant Lands and the Cedarbrook Lodge .

Congratulations to Lease Crutcher Lewis and the 180one Search Team on a successful executive placement!

Columbia Distributing Selects New Chief People Officer

Fri, 07 Feb 2025 20:34:46 GMT

180one is pleased to announce our recent partnership with Columbia Distributing and the resulting placement of their new Chief People Officer!

In 2008, Columbia Distributing, Mt. Hood Beverage, and Gold River Distributing united to form Columbia Distributing as we know it today. With this merger and the 2018 acquisitions of Marine View Beverage and General Distributors, Inc., our company is now one of the Top 5 largest beer/wine distributors in the US. Size is not our only distinction, however, as Columbia Distributing boasts an extensive selection of beverages, including craft beer, wine and spirits.

Columbia Distributing’s success lies in the teamwork of the roughly 3,000 employees spread throughout 27 locations in Oregon and Washington, who every day come together to execute on a common vision.

Congratulations to Columbia Distributing, and the 180one Search Team on a successful executive placement!

180one's Year in Review: 2024

Fri, 07 Feb 2025 16:31:28 GMT

If you were to ask the executive search industry to describe 2024’s performance as a beverage, some might say it reminded them of a bottle of Jones Soda - Turkey & Gravy . You knew it wasn’t going to be that great, it’s going to be clumpy, and you’re going to feel tired afterward. Who knew that you could inject the entire year of 2024 into a bottle of soda?

After a post dinner nap, the industry is optimistic for 2025 with PE executives bullish on deal flow, an improved interest rate environment to fuel investment, and organizations finally realizing that punting on decisions isn’t a sustainable business strategy.

While employment numbers have been creeping up to 4.1% and 2.4% for those who are at least 25 years of age with a bachelor’s degree as of 12/31/2024 – these are still relatively low.

Relocations were a challenge in 2023, and they continued to be in 2024 based on high mortgage rates, high relocation numbers during COVID (driven by remote work and low interest rates). But the one trend that might unleash candidates’ motivations to relocate, is on the rise – that is “Return to Office”.

We mentioned this last year and will keep it in our line of sight for 2025, organizations will need to be prepared to rapidly develop and advance the younger generations into leadership roles as record numbers of Baby Boomers leave the workforce.

So, what is 2025 going to taste like? A glass of Dom Perignon, or a shot of Pepto Bismol?

Take a look back at 2024 with us in our Year in Review.

Oregon Food Bank Selects New Director of Finance

Thu, 06 Feb 2025 18:39:17 GMT

180one is pleased to announce our recent partnership with Oregon Food Bank and the successful placement of a new Director of Finance!

Oregon Food Bank is a regional nonprofit working to end hunger and its root causes across Oregon and Southwest Washington. They believe that no one should be hungry, that food and health are basic human rights for all. Hunger is more than an individual challenge; it’s a symptom of deeper, systemic barriers to employment, education, housing, and healthcare. That’s why OFB takes a comprehensive approach: connecting people to nutritious food while building community power and strengthening the systems needed to eliminate hunger for good.

Congratulations to Oregon Food Bank and the 180one Search Team on a successful placement!

Fair Market, Inc. Selects New Board Member

Sat, 01 Feb 2025 17:33:31 GMT

180one is pleased to announce our partnership with Fair Market, Inc. and the resulting placement of their new Board Member!

Fair Market is a leading distributor of frozen foods, serving healthcare, universities, retail, and foodservice sectors across North America. Renowned for delivering high-volume, low-cost products, Fair Market specializes in ready-to-cook braised meats, sauces, and custom private label offerings. Their commitment to quality and efficiency has solidified their reputation in the industry.

Backed by private equity, Fair Market continues to expand its reach and enhance its product offerings, aiming to meet the evolving needs of its diverse clientele. The company's strategic focus on innovation and customer satisfaction positions it for sustained growth in the competitive food distribution landscape.

Congratulations to Fair Market, Inc., and the 180one Search Team on a successful executive placement!

Jewett Cameron Selects New National Sales Manager, Lumber Products

Wed, 29 Jan 2025 20:25:14 GMT

We are excited to announce our recent collaboration with Jewett Cameron Company, resulting in the placement of their new National Sales Manager, Lumber Products!

Jewett Cameron is a trading company founded in 1953. We began as a lumber brokerage and, through acquisition, the company expanded into pet containment products as well as the fence and outdoor space. In 2023 we engaged in an exclusive sales representative agreement to sell the MyEcoWorld® brand of compostable and post-consumer recycled plastic bag products. Centered around our pillars of Crafted, Stewardship, and Legacy, we seek to develop and source products from around the world that ultimately deliver value to our channel partners and consumers. As Jewett Cameron celebrates over 70 years in business and nearly 30 years on NASDAQ, we remain committed to increasing our share price by working with great suppliers to provide quality products at affordable prices that continually delight our customers. We apply the same care in developing our products as we do investing in our people, our partnerships, our environment, and in the communities where we live, work and play.

Congratulations to Jewett Cameron Company, and the 180one Search Team on a successful executive placement!

Oregon Tool Selects New Corporate Controller

Thu, 23 Jan 2025 19:19:47 GMT

180one is pleased to announce our recent partnership with Oregon Tool and the successful placement of a new Corporate Controller!

Founded in 1947, Oregon Tool, Inc . has grown from a basement in Portland, Oregon, to a global designer, manufacturer, and marketer of precision cutting tools, equipment, and accessories for consumers and professionals in more than 110 countries.

Building off the pioneering spirit of their founder, Joseph Buford Cox, they have transformed the cutting industry and have become the world’s #1 manufacturer of saw chain and guide bars for chainsaws and diamond saw chain for concrete and pipe, a leading manufacturer of agricultural tractor attachments, and the leading OEM supplier of first-fit and replacement parts.

Congratulations to Oregon Tool and the 180one Search Team on a successful executive placement!

Columbia Machine Selects New Group President

Tue, 14 Jan 2025 17:09:02 GMT

180one is pleased to announce our recent partnership with Columbia Machine and the resulting hire of their new Group President!

Founded in 1937, Columbia Machine is one of the world’s leading manufacturers of concrete products equipment, serving customers in over 100 countries. From mixing and batching to automatic cubing and splitting, Columbia builds a complete line of equipment to outfit your entire concrete products plant.

Columbia is driven by the belief that innovation can transform industries, empower communities, and create a more efficient, sustainable world. With operations spanning five continents and a commitment to excellence in service and support, their purpose extends beyond engineering advanced equipment. They are pioneering innovation and paving a better tomorrow with factory automation solutions worldwide.

Congratulations to Columbia Machine and the 180one Search Team on a successful executive placement!

Millennials Into Leadership

Mon, 13 Jan 2025 20:02:07 GMT

Ready Or Not- Here They Come!

As Baby Boomers reach retirement age in unprecedented numbers, businesses are facing a significant leadership gap. This generation, born between 1946 and 1964, has long been the backbone of the workforce. However, with the wave of retirements already underway, organizations are now tasked with filling the void left by these seasoned leaders. By 2030, all Baby Boomers will be over 65, and many are already stepping down from key positions. According to the U.S. Bureau of Labor Statistics, more than 11,000 Baby Boomers are retiring every day, creating “The Silver Tsunami” phenomenon

See 180one 2023 Year in Review: Silver Tsunami

The scale of this shift is staggering. By 2029, an estimated 72 million people in the U.S. will be 65 or older, making up about 20% of the population. The workforce is shrinking, and with fewer younger workers entering the market, businesses must focus on developing talent from within. This demographic change is creating a talent gap that organizations cannot afford to overlook, particularly in industries where seniority and experience have historically been critical to career progression.

A recent Fortune study highlighted a concerning trend: for "lifers", those who start at the bottom and work their way up, it takes an average of 33 years to reach the CEO position. If businesses continue to rely on the "seniority" model for leadership, it could be over a decade before Millennials are ready to step into top roles.

The Need to Develop Younger Generations

So, where will the next generation of leaders come from? Millennials and Generation Z are the natural candidates to step into these roles, yet many companies have not made sufficient investments in their development. These younger generations are tech-savvy, adaptable, and eager for career progression, but they often lack the depth of experience that Baby Boomers accumulated over decades in the workforce.

The transition to a younger, more diverse leadership team is not just necessary, it's inevitable. With Millennials expected to make up 75% of the global workforce by 2030, businesses must prioritize succession planning and leadership development to ensure a strong pipeline of talent.

According to a 2023 Deloitte report, only 21% of organizations globally are confident in their succession plans for leadership roles. This is a critical gap that must be addressed immediately. Without focused investment in leadership development for younger workers, companies risk losing their competitive edge and innovation capacity due to a lack of experienced leaders to guide them through the changing landscape.

Preparing the Next Generation of Leaders

To close the leadership gap, companies must begin investing in younger generations to develop their leadership skills and prepare them for executive roles. Programs that focus on mentorship, training, and fast-track leadership development are essential for ensuring Millennials and Gen Z are ready to step up when needed.

Research from Gallup shows that organizations with strong internal leadership programs are 2.5 times more likely to have high employee engagement. Developing younger talent not only strengthens the leadership pipeline, but also fosters a more engaged workforce, as younger employees are more likely to stay with a company that offers growth opportunities.

Companies can also implement job shadowing, leadership courses, and rotational programs, which allow younger employees to gain experience across various departments. These initiatives help build a more well-rounded skill set and ensure a smoother transition when it’s time for them to take on senior roles.

Act Now

The Baby Boomer retirement wave presents both challenges and opportunities. While the departure of experienced leaders creates significant gaps, it also offers the chance to bring in fresh talent and develop the next generation of executives. Companies that act now to invest in leadership development for Millennials and Generation Z will be better positioned to maintain business continuity, drive innovation, and thrive in the years ahead.

180one Recognized as one of Oregon's Most Admired Companies (Again!)

Mon, 30 Dec 2024 18:10:31 GMT

We are pleased to announce we have recently been recognized as one of Oregon’s Most Admired Companies. The Portland Business Journal sent a survey to some 3000 CEO level executives asking them what companies they most admire in 10 different categories.

180one was selected as a finalist in the Recruiting/Consulting category and invited to attend the awards ceremony, where we stood out with the 9 ^th place spot.

It was a great event to be honored at, and share the moment with our clients who were also recognized in the Top 10 of their respective categories such as A-dec, Hyphn, Salt & Straw, Leatherman, Columbia Sportswear, and R&H Construction.

When we started 180one in 2007, our main mission was to help Portland businesses grow and thrive by providing them the access to the executive-level talent they deserve. And do it in a way that allows us to truly partner with our clients and build relationships with them outside of any of the searches they engage us on – since we work and live in the same community as our clients.

17 years later, to be recognized today as a Most Admired Company by our clients is a testament to our team’s professionalism, how they’ve partnered with our clients, and the work they’ve performed on our clients’ behalf.

Thank you to our clients for your support over the past 17 years, and we look forward to being your search partner in the years to come.

Firestone Pacific Foods Selects New Chief Financial Officer

Tue, 10 Dec 2024 15:19:15 GMT

We are excited to announce our recent collaboration with Firestone Pacific Foods, resulting in the placement of their new Chief Financial Officer!

Agriculture Capital Fund II, an impact investment fund, acquired FPF in the fall of 2019 as part of its strategy to build out a low cost, vertically integrated supply chain of high quality, organic blueberries operating at scale to address growing global demand for this nutritious fruit. Together, FPF and Agriculture Capital seek to provide customers with product traceability back to the farm and a vehicle for creating and capturing value from Agriculture Capital’s regenerative agronomic practices.

Congratulations to Firestone Pacific Foods, and the 180one Search Team on a successful executive placement!

Remote Work - To Be (productive) or Not to Be (productive) – That is the Question

Sat, 07 Dec 2024 20:36:33 GMT

Ever wonder what the true impact of the abrupt adoption of remote work had on productivity?

What’s the real impact of remote work on productivity?

Prior to the COVID-19 pandemic, the majority of U.S. workers operated under traditional office-based arrangements. According to the U.S. Bureau of Labor Statistics (BLS), in 2019, only 24% of U.S. workers had access to flexible work arrangements such as telecommuting, and just 7% of employees worked remotely on a full-time basis.

By May of 2020, 42% of the U.S. workforce was working from home full-time. This was a massive shift from pre-pandemic numbers, highlighting the widespread adoption of remote work in a short period of time.

But now in 2024, we are seeing industry leading companies mandate a return to the office for its employees. Amazon, one of the largest employers in the U.S., has recently made headlines with its decision to require a return to the office for many of its corporate employees. The company, which had embraced remote work during the peak of the pandemic, has now adopted a more structured approach to in-office work.

This policy shift aligns with a broader trend among tech companies such as Google, Apple, and Meta where there is a growing recognition of the benefits of in-person work. Amazon has stated that its return-to-office policy is designed to "reinforce its innovation culture," which relies heavily on team interaction, cross-department collaboration, and rapid decision-making. Additionally, the company has indicated that employees who do not comply with the new policy may face the risk of being moved to other roles or being let go, emphasizing the company's commitment to this change.

So what does Amazon know that other organizations don’t about having employees in the office? Are they more productive?

An interesting study published by the US Bureau of Labor Statistics sheds some insight into this question and we’ve summarized the findings in our “Readers Digest” recap.

A Surge in Remote Work Across Industries

Remote work grew rapidly across industries between 2019 and 2021, with substantial gains in sectors like professional services, finance, and information technology. According to data from the American Community Survey (ACS), industries such as professional, scientific, and technical services saw a dramatic increase in remote work, with over 39% of their workforce working from home in 2021, compared to less than 17% in 2019.

The surge in remote work was not limited to a few sectors. By 2021, over 40% of workers in multiple industries, including insurance, securities, and publishing, transitioned to working from home. The ACS data helps to map out these shifts, demonstrating that more industries were able to embrace remote work during the pandemic than ever before, driven by necessity and technological advancements.

Productivity: A Complex Relationship

The link between remote work and productivity remains nuanced, with findings varying depending on the method of analysis. Randomized experiments within companies show a slight increase in individual productivity due to remote work, evidenced by higher output in metrics such as emails sent or video calls made. Some studies also found that remote work improved job satisfaction, which could reduce turnover rates and save businesses the costs associated with hiring and training new employees.

However, at an aggregate level, studies examining economic performance across industries show mixed results. Research by Fernald et al. (2024) found little correlation between labor productivity and the ability to work remotely, suggesting that remote work did not drastically impact overall productivity across sectors. Yet, when examining the period from 2019 to 2022, a positive relationship emerged between the rise in remote work and Total Factor Productivity (TFP), which measures the efficiency of all inputs used in production. This correlation indicates that, while remote work did not cause a significant productivity spike, it may have had a stabilizing effect on industry-level productivity during the pandemic.

The Economic Implications of Remote Work

The transition to remote work during the COVID-19 pandemic brought about mixed results in terms of productivity. While productivity growth was not uniform across all industries, data suggests that the rise in remote work had a generally positive effect on productivity growth from 2019 to 2022. Particularly, remote work led to significant savings in office-related costs and more efficient business operations. Despite these gains, workers did not see a corresponding increase in compensation, though they did benefit from improved work-life balance.

To Be (productive) or Not to Be (productive) – That is the Question

Overall, while the productivity gains from remote work were evident, they were more apparent at the industry level, with businesses benefiting from lower non-labor input costs. Whether remote work remains a long-term productivity driver will depend on future management practices, technological advancements, and worker preferences, but the pandemic has certainly set the stage for more flexible work arrangements in the years to come.

Instrument Selects New Chief Financial Officer

Fri, 06 Dec 2024 21:53:11 GMT

180one is thrilled to announce the recent collaboration with Instrument, culminating in the successful placement of a new Chief Financial Officer!

Instrument is a creative technology company headquartered in Portland, Oregon consisting of 300 talented people focused on redefining brands and experiences. Our teams push the boundaries of design, technology, and innovation for some of the world’s leading brands such as Google, Amazon, Spotify, and Nike. We are a collaborative partner to businesses seeking transformation and growth. We concept, design, and deliver best-in-class products, marketing, and brands.

Congratulations to Instrument!

Impel Selects New Chief Operations Officer

Sat, 02 Nov 2024 16:07:16 GMT

We are pleased to announce our recent partnership with Impel and the resulting placement of their new Chief Operations Officer,

Impel is a high-growth, rapidly expanding collection of small businesses. Our platform of companies includes capital equipment sales & distribution, repair & field work, manufacturing, and engineering. We are operating in 12 locations across 12 states in the Western US with new acquisitions quarterly.

Impel is owned by Pike Street Capital, a growth focused PE firm out of Seattle, WA. The firm invests in middle-market companies in the industrial technology, specialty manufacturing, and distribution & logistics sectors. The Impel investment serves as a foundation from which to expand into the rapidly growing pump and related products industry. Pike Street Capital and Impel have completed 8 acquisitions since the partnership and are actively looking for additional acquisitions and other strategic partners to grow their product offering, service capability, geographic reach, and technology.

Congratulations to Impel!

Culture Fit vs. Skills - What’s the right balance?

Fri, 01 Nov 2024 17:21:21 GMT

Ever hear from a colleague that the reason the organization is passing on a candidate who seems to have all the right skills is due to them not being a “culture fit”?

In the contemporary job market, the debate over whether to prioritize cultural fit or technical skills in hiring decisions has become increasingly relevant. While aligning candidates with a company’s values is essential for long-term retention and team cohesion, research indicates that hiring for skills is equally crucial for organizational success.

So before “passing on” the next candidate due to their cultural fit, here are few reasons we should shift some focus on skills rather than solely on cultural alignment.

Skills Correlate with Job Performance

A significant body of research supports the idea that technical skills are a better predictor of job performance than cultural fit alone. A meta-analysis conducted by the American Psychological Association revealed that cognitive ability and job-related skills are among the strongest predictors of an employee’s effectiveness in their role. Specifically, the study found that cognitive ability tests can predict job performance with a correlation of 0.51, which is substantial compared to the lower correlations typically associated with cultural fit.

This evidence suggests that while cultural alignment is important, it should not overshadow the necessity for candidates to possess the specific skills required to perform effectively in their roles. Hiring decisions that prioritize skills can lead to enhanced productivity and better overall performance within teams.

Divergent Thought Fuels Innovation

Prioritizing cultural fit can inadvertently create a homogenous workforce, which limits diversity of thought and inhibits innovation. According to research from McKinsey & Company, diverse teams are 35% more likely to outperform their peers in terms of financial performance. A study published in the Harvard Business Review found that teams that encourage diverse opinions and constructive conflict are more likely to achieve better outcomes.

Moreover, hiring solely for culture can lead to the phenomenon of "groupthink," where team members conform to the prevailing opinions and ideas, stifling creativity and preventing necessary change.

Encouraging a culture of openness to different ideas can ultimately drive business success.

Hiring for skills allows organizations to cultivate diverse teams that challenge the status quo and drive innovation. By embracing candidates with varying experiences and viewpoints, companies can foster an environment where creativity thrives, leading to improved problem-solving and adaptability in a rapidly changing marketplace.

Adaptability in a Changing Workforce

The modern workforce is evolving, with rapid technological advancements changing the skill sets required for many roles. Research from the World Economic Forum emphasizes the importance of upskilling and reskilling, predicting that by 2025, 85 million jobs may be displaced by a shift in labor between humans and machines. In this context, hiring for skills becomes critical, as organizations must adapt to changing demands and ensure their employees possess the necessary capabilities to thrive.

While hiring for cultural fit has its advantages, prioritizing skills is essential for organizations seeking to enhance performance, foster innovation, and adapt to an ever-changing workforce. Research consistently shows that skills are a stronger predictor of job performance and that diverse teams generate better outcomes. By adopting a more balanced approach that values both skills and cultural fit, companies can build a robust workforce capable of driving long-term success in a competitive landscape.

NW Natural Selects New Chief Financial Officer

Tue, 01 Oct 2024 22:01:59 GMT

We are pleased to announce our recent partnership with Northwest Natural Holding Company (NW Natural) and the resulting placement of their new Chief Financial Officer, Ray Kaszuba ( press release ).

Northwest Natural Holding Company, (NYSE: NWN) (NW Natural Holdings), is headquartered in Portland, Oregon and has been doing business for over 160 years in the Pacific Northwest. It owns NW Natural Gas Company (NW Natural), NW Natural Renewables Holdings (NW Natural Renewables), NW Natural Water Company (NW Natural Water), and other business interests. NW Natural has a longstanding commitment to safety, environmental stewardship and the energy transition, and taking care of our employees and communities.

NW Natural currently provides natural gas service to approximately 2.5 million people in more than 140 communities through more than 795,000 meters in Oregon and Southwest Washington with one of the most modern pipeline systems in the nation. NW Natural consistently leads the industry with high J.D. Power & Associates customer satisfaction scores.

Congratulations to the NW Natural team on this recent placement!

Terra Dynamics Selects New Chief Executive Officer

Tue, 01 Oct 2024 17:59:01 GMT

180one is excited to announce the recent collaboration with Terra Dynamics, culminating in the successful placement of a new Chief Executive Officer!

For over 35 years, Terra Dynamics (“TDI”) has delivered an environment of excellence to their clients through successful delivery of park and field construction, wetlands mitigation, landscape architecture, and greenspace enhancement projects. With experience in public works - and a commitment to quality, performance, and safety—Terra has secured one of the finest reputations in the industry. They lead the industry in innovation, application, technology and performance. The differences are the belief that one company should be everything you need in a commercial landscape construction contractor as well as the knowledge and experience to deliver the best to their clients.

In 2023, Terra expanded their footprint with the acquisition of Paul Brothers Inc, a 3rd generation owned commercial landscaping company based in Boring, Oregon. Together these companies have a combined 85 years of experience delivering top quality projects while making a lasting impact on parks, playgrounds, schools and more around the Pacific Northwest.

Congratulations to Terra Dynamics!

SawStop Selects New Vice President of Finance

Fri, 27 Sep 2024 22:08:07 GMT

We are excited to announce our recent collaboration with SawStop, resulting in the placement of their new Vice President of Finance!

Founded in 2000, SawStop’s first products were released in late 2004 and had immediate success. Since then, the company has essentially taken over the industrial table saw market. SawStop now has over 250,000 saws in the field and has documented over 10,000 fingers saved by SawStop saws. The company has received well over 100 US and foreign patents to date and continues to file and enforce new patents on the inventions created through its ongoing R&D. Their commitment to quality, innovation and safety over the past 20 years has made them the best in the industry. SawStop’s future looks just as bright as they accelerate their investments in new advancements in woodworking safety and performance.

In July 2017, a family-owned German power tool company, TTS Tooltechnic Systems, purchased SawStop. TTS, celebrating 100 years in 2025, is respected around the world for their innovation, quality, and gold-standard market position. TTS (and their largest company, Festool) has a long and proven record of precision high-tech products. SawStop and Festool each focus on premier products in their respective markets and have minimal product overlap.

Congratulations to SawStop, and the 180one Search Team on a successful executive placement!

Is There a Recruiting Season? Timing Your Executive Search

Mon, 23 Sep 2024 21:15:50 GMT

Does time really kill all deals? Maybe not, but, when recruiting senior-level management positions for your organization, figuring out the right timing for your executive search is essential to its success.

The ideal “recruiting season,” though, can vary depending on the specific role you’re recruiting for, for example, or where your candidates are actually coming from.

Before starting your next executive search, consider these three factors that depend on timing and could impact your recruiting process.

Packing Up the Family

Pay close attention to timing when conducting an executive search that might involve relocation , particularly for candidates who have families. Making sure the search timing allows for a candidate’s family to move with him or her is important. A candidate who relocates alone may be apart from his or her family for a while, and the long-distance can put a strain on everyone. Moreover, there is a greater possibility that a candidate may ultimately decide to “return home” if the family does not all move at the same time.

Timing the recruiting process so that potential relocation takes place at the end or beginning of the school year can increase the likelihood of a successful search. You should aim for a start date either in May-June (end of the school year) or August-September (beginning of the school year) when considering relocating a candidate for your position.

It’s Bonus Time

Early fall is also a great recruiting season, and a smart time to kick off searches. By September, many professionals have accomplished enough of their quarterly goals and objectives in order to receive their annual bonuses at the end of the year and are open to fielding opportunities that start in December-February, making bonus season a great time to reach out to candidates.

Waiting on candidates who need a few extra months to hit the bonus mark can also prolong your search; it’s much easier to set an earlier start date with a candidate who has already qualified for his or her bonus than a candidate who has several months to go.

Furthermore, taking the timing of bonus payouts into consideration can also save you money, as you won’t need to pay a signing bonus to compensate a candidate who forfeits an annual bonus by accepting your offer and leaving their current employer before bonuses are paid.

Most organizations distribute annual bonuses by March, so conducting your search between September and March will help avoid any delays based on annual bonuses.

It’s a New Year

We also see a spike in new executive searches after the first of the year , in the January-February timeframe. Starting your executive search at the beginning of the year could make sense for a few reasons.

It’s a New Year for Companies

Many companies complete their fiscal year budgeting, strategic planning processes, etc., in December, setting them up to make new hires when the New Year rolls around. Starting your executive search in January is a great first step towards reaching your organization’s goals for the New Year.

It’s a New Year for Candidates

Whether motivated by a New Year’s resolution or just ready for a change, candidates often consider new opportunities at the beginning of the year. This tendency can help you capitalize on this desire to make a move and help you recruit the ideal candidates for your open positions.

Musical Chairs

We also often see a “musical chairs” phenomenon happen in the first quarter of the year: Annual bonuses are generally paid out by then, so, as people move into new companies, their previous employers need to backfill those now-vacant positions with new people, producing a “musical chairs” effect of professionals switching seats.

Planning A Successful Search

Of course, any time of the year is a good time to kick off an executive search, so, regardless of the month or recruiting season, make sure to consider timing of holidays, annual sales meetings and other events when you kick off your search.

No matter what time of year it is, an executive search firm like 180one can help you set realistic expectations that help to ensure a successful search. Contact us today to learn more.

Skutt Ceramic Products Selects New Chief Financial Officer

greg@180one.com (Greg Togni) — Thu, 22 Aug 2024 18:06:15 GMT

We are excited to announce our recent collaboration with Skutt Ceramic Products, resulting in the placement of their new Chief Financial Officer!

Skutt Ceramic Products began in 1953 when Ralph and Neil Skutt manufactured the industry’s first multi-sided hobby kiln in Olympia, Washington under the name “Skutt & Sons”. The introduction of this new lightweight design revolutionized not just the ceramic kiln business but the whole ceramic industry by bringing ceramics to the home. A lot has changed over the last 70+ years. Kiln companies have come and gone, new clay bodies and glazes are constantly being developed that demand greater firing precision, and automatic controllers are quickly replacing the once cutting edge KilnSitter.

Throughout the years Skutt has worked hard to meet the changing needs of their customers, but one thing that has remained constant is their fierce dedication to manufacturing quality products and providing outstanding customer service. They realize that every object placed in a Skutt kiln has value. It could be a child’s horse that looks more like a dog or a master potters $20,000 commissioned sculpture. Both of these artists are counting on their kiln to do its job and they don’t want to let them down.

Congratulations to Skutt, and the 180one Search Team on a successful executive placement!

Jewett Cameron Company Selects New Vice President of Sales & Marketing

Thu, 15 Aug 2024 22:11:59 GMT

We are excited to announce our recent collaboration with Jewett Cameron Company, resulting in the placement of their new Vice President of Sales and Marketing!

Congratulations to Jewett Cameron Company, and the 180one Search Team on a successful executive placement!

Impel Selects New Corporate Controller

Thu, 15 Aug 2024 18:01:26 GMT

180one is thrilled to announce the recent collaboration with Impel, culminating in the successful placement of a new Corporate Controller!

Impel Company (“Impel”) is a high-growth, rapidly expanding collection of small businesses. Our platform of companies includes capital equipment sales & distribution, repair & field work, manufacturing, and engineering. They operate in 12 locations across 12 states in the Western US with new acquisitions quarterly

Congratulations to Impel!

Superfeet Selects New Chief Financial Officer

Tue, 02 Jul 2024 23:44:32 GMT

We are excited to announce our recent collaboration with Superfeet, resulting in the placement of their new Chief Financial Officer!

Superfeet has been creating innovative insoles featuring the Superfeet shape, helping millions of people worldwide experience unparalleled comfort, pain relief, and performance. Through the latest advancements in 3D-printing technology, Superfeet is breaking down barriers associated with custom products by providing easier access to state-of-the-art personalized fit. Today, they remain true to the original mission of Superfeet – to create affordable orthotics for the general public – while weaving their vision, purpose, and core values into every decision they make. Superfeet is available at premier retailers such as REI, Dicks Sporting Goods, Fleet Feet, and numerous others. These high-quality insoles are sold globally, spanning regions like the US, Canada, Latin America, Europe, Japan, and the UK.

Superfeet is owned by Westward Partners in partnership with Superfeet’s management team. Westward Partners is a Seattle-based private equity firm that invests in lower middle market organizations across a variety of industries based in the Pacific Northwest. Westward has owned Superfeet since June 2021, and with their investment has been a fundamental partner in the successful growth of the business.

Congratulations to Superfeet, and the 180one Search Team on a successful executive placement!

Copia Power Selects New Senior Manager of People & Culture

Tue, 02 Jul 2024 21:34:19 GMT

180one is pleased to announce the recent collaboration with Copia Power, culminating in the successful placement of a new Senior Manager of People & Culture!

Copia Power, a swiftly expanding renewable energy company backed by The Carlyle Group, is dedicated to developing large-scale infrastructure assets in the U.S. to accelerate decarbonization across various sectors of the economy. Actively engaged in the development of over 17 GW of solar and storage projects in the U.S., Copia Power boasts a leadership team comprised of seasoned industry veterans. With a proven track record of success, the team has collectively executed over 4 GW of projects and holds over 150 years of cumulative experience in the renewable energy sector.

Congratulations to the entire team at Copia Power and this successful hire!

How Google’s Rule of Four Can Streamline and Improve Executive Searches

Fri, 14 Jun 2024 16:23:40 GMT

You’re adding an executive to your leadership team.

You’ve done your homework and identified some hopeful candidates.

Now it’s time to identify a candidate who is a good fit for the role and culture, so it's important that all hopefuls meet with as many people in your organization as possible.

Right?

Well…not necessarily.

Considering the historically tight labor market, finding an edge over your competition today means being more thoughtful about the design of your recruiting process. If you want to streamline your interview and selection process while increasing your odds of a successful outcome, keep reading.

What follows are interview tips and best practices to help you identify the right candidates, determine the optimal number of interviewers, and ensure a candidate experience that pays off with a timely hire.

The Law of Diminishing Returns: Why Less is More

Most people are familiar with the law of diminishing returns. It’s an economic principle stating that there is a point at which adding additional units of input (such as labor or capital) will no longer result in a proportional increase in output.

The law of diminishing returns reminds us that there is value in moderation and that more doesn't always mean better.

If you're struggling to fill roles with ideal candidates, applying this concept to your current interviewing practices will help spur results. Having too many people from your organization involved in the interview process can lead to indecision based on varying opinions of the interview team and candidates withdrawing due to the extended process.

Improve Search Outcomes with the Google Rule of Four

At some point, Google noticed that when it comes to getting the best talent on board, it’s incredibly important to move quickly and efficiently. That's why Google decided to implement the " Rule of Four " for most of its interviews.

The rule simply states that a maximum of four people should be involved in the interview process. This rule was based on Google analyzing their historical hiring data showing that the success rate of a hire when having four people on the interview team was almost identical to those with more people in 95% of cases.

The Rule of Four is a simple but effective way to streamline the interview process and make better hiring decisions faster.

If we follow the lead of the interview process at Google, having an efficient interview structure not only maintains the success rate of hires, but can also provide a more positive candidate experience resulting in an improved acceptance rate.

When it comes to executive-level positions , this philosophy takes on even greater importance. The executive hiring and recruiting process is notoriously lengthy and complicated, often taking months or even years to complete — a result of having too many cooks in the kitchen.

However, research has shown that adding more people to the interview team lengthens the entire process and does not necessarily result in better hires. A shorter interview process, with a small team, is often more effective in identifying top candidates.

Additional Drawbacks of a Lengthy Hiring Process

Loss of time . The more people you have involved in the hiring process, the more you’ll compete with too many calendars, and it becomes difficult to schedule interviews. This will greatly increase the time it takes to fill a position.

Reduced productivity . For each current employee spending time interviewing, productivity of their regular job duties goes down.

Candidate exhaustion. With a slow hiring process, candidates assume they are not wanted and that their background is not valued. They are most likely to lose interest and look elsewhere.

Other opportunities . Google's head of HR has said that "the best people don't wait." A quicker hiring process means you’re not losing your best candidates to other opportunities.

Executive Hiring Best Practices: Streamline and Simplify

Instead of spending time on countless interviews conducted by too many people, consider these steps to streamline your interview process. With fewer people involved and a solid plan, you’ll eliminate bias, get more accurate feedback post-interview, and decide that everyone on your team can agree with.

Structuring Executive Interviews for an Optimal Outcome

Step 1: Build a Small but Mighty Team

The first step to streamlining your executive interview process is to build a small but mighty interview team. When it comes to interviewing executives, less is more. And no more than four is ideal. You want to make sure that you have a team of people who are qualified to ask tough questions and evaluate candidates objectively. Typically, the interview team is comprised of the hiring manager, a peer to the role, subject matter experts, and human resources. Having too many people involved in the process can often lead to bias and slow down decision-making.

Step 2: Employ Structured Interviews

The second step to streamlining your interview process is to employ structured interviews. This means that interview questions are developed specifically to assess candidates on the skills needed to be successful in the role. In addition, each candidate should be asked the same set of questions in the same order. This will help you to compare candidates more effectively and eliminate bias.

Step 3: Use a Candidate Scorecard

The third step to streamlining your interview process is to clarify the feedback process. You want to make sure that everyone on your team knows how to give feedback and that there is a system in place for collecting it. Utilizing a Candidate Scorecard is an effective and organized tool used for these purposes. Interviewers provide numerical ratings for each candidate over a variety of predetermined skills or traits needed in the role based on the candidate’s interview responses on the Candidate Scorecard. This will help to ensure that everyone is on the same page and that you are making decisions based on accurate information.

Step 4: Make a Decision

The fourth and final step to streamlining your interview process is to decide. Once you have collected all the information, it’s time to decide. This can be tricky but trusting the process will pay off in spades.

Apply Google’s Rule of Four to Your Next Candidate Search

A streamlined interviewing process will help you avoid any possibility of diminishing returns during your search for your next executive hire.

180one is Portland’s trusted partner for executive recruitment. We go beyond traditional headhunters simplifying how you hire leaders with a complete range of services — including developing candidate success profiles and scorecards and designing structured interviews and candidate success profiles. We have the tools and resources to help you find the perfect candidate for your next role. We'd be happy to chat. Book a call HERE .

Les Schwab Selects New Director of Risk Services

Mon, 03 Jun 2024 17:01:21 GMT

180one recently partnered with Les Schwab and is proud to announce the executive placement of a new Director of Risk Services!

Founded in 1952 by Les Schwab, this organization has grown into among the largest independent tire retailers in the US with operations in 10 states, 500 locations and over 8,000 employees and a top service provider winning the 2021 Customer Satisfaction award in our category by JD Power. We continue to grow and innovate in both products and services, including through new store openings and geographic expansion. Les Schwab Tires offers a unique opportunity to support our growth as our new Director of Risk Services directly leading, and growing, our risk and safety organization.

Congratulations to Les Schwab!

Impel Selects New Executive Vice President of Business Process

Wed, 15 May 2024 21:20:01 GMT

We are excited to announce our recent work with Impel, resulting in the successful placement of a new Executive Vice President of Business Process.

Congratulations to Impel!

ESS Inc. Selects New Vice President of Treasury & Risk Management

Tue, 23 Apr 2024 21:19:59 GMT

180one is thrilled to announce the recent collaboration with ESS, Inc., culminating in the successful placement of a new Vice President of Treasury & Risk Management!

Based in Wilsonville, Oregon, ESS Inc. (NYSE:GWH) was founded in 2011 by a team with deep experience in fuel cells, electrochemistry, advanced material science and renewable energy. After five years of intensive innovation, engineering development and rigorous testing and validation, with the backing of ARPA-E and others, the company began shipping turnkey energy storage solutions in 2015 that allowed companies and municipalities to control their own energy future.

ESS Inc. designs, builds and deploys environmentally sustainable, low-cost, iron flow batteries for long-duration commercial and utility-scale energy storage applications requiring flexible energy capacity. The Energy Warehouse™ and Energy Center™ use earth-abundant iron, salt, and water for the electrolyte, resulting in an environmentally benign, long-life energy storage solution for the world’s renewable energy infrastructure. ESS Inc. enables project developers, utilities, and commercial and industrial facility owners to make the transition to more flexible non-lithium-ion storage that is better suited for the grid and the environment. As more renewable energy is added to the grid, long-duration energy storage is essential to providing the reliability and resiliency we need when the sun is not shining, and the wind is not blowing.

Forest City Trading Group Selects New VP of Application Development

Mon, 01 Apr 2024 18:19:10 GMT

We are excited to announce our recent collaboration with Forest City Trading Group, resulting in the placement of their new Vice President of Application Development!

Forest City Trading Group (FCTG), as an employee-owned organization, is among the largest lumber wholesale distributors in the US with roots going back to the 1960s. They facilitate the distribution of products across 6 continents through their network of 13 operating companies and close to 700 employees.

As proponents of forest sustainability, they actively support suppliers who use sustainable forest management practices that promote forest sustainability and result in long-term environmental, social, and economic benefits.

Congratulations to FCTG, and the 180one Search Team on a successful executive placement!

ESS Inc. Selects New Vice President of Financial Planning & Analysis

Sat, 30 Mar 2024 17:50:09 GMT

We are excited to announce our recent collaboration with ESS Inc., resulting in the placement of their new Vice President of Financial Planning & Analysis!

Congratulations to ESS Inc., and the 180one Search Team on a successful executive placement!

180one's Year in Review: 2023

Thu, 29 Feb 2024 23:21:07 GMT

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.

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 4 ^th 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.

Shelter Products Selects New Business Manager

Mon, 12 Feb 2024 21:07:57 GMT

We are excited to announce our recent collaboration with Shelter Products, resulting in the placement of their new Business Manager!

For over 55 years Shelter Products has supplied lumber, plywood, and related building materials to large, wood framed construction projects. Their sales are supported by staff headquartered in key metropolitan areas throughout the U.S. They specialize in mill direct shipments at prices we guarantee for the duration of projects. Direct shipment enables us to supply the highest quality of materials at the most competitive prices.

Understandably, mills offer their lowest prices when they can ship a single product on a rail car or truck. It takes more time to figure out how to load multiple products on a truck, and time is money. What that means for SPI is that we can only save their customers money if their projects are large enough that we can ship 60-70% of the order on straight trucks. Which is why the vast majority of their jobs are multi-family housing, assisted care living, military housing, hospitality, and campus housing.

SPI is a privately held C-Corp with shares held by a clear majority of our employees, including the Board of Directors. Their share ownership creates a culture where all shareholder/employees embrace the philosophy that their customers’ success is our business model.

Congratulations to Shelter Products, and the 180one Search Team on a successful executive placement!

FCTG's Seaboard International Selects New Controller

Mon, 05 Feb 2024 20:00:00 GMT

1 80one recently partnered with Seaboard International and is proud to announce the executive placement of a new Controller, Andrew Waples.

Forest City Trading Group (FCTG), as an employee-owned organization, is among the largest lumber wholesale distributors in the US with roots going back to the 1960’s. At $7 billion in revenue and growing, we facilitate distribution of products across 6 continents through our network of 13 operating companies and close to 700 employees.

Seaboard International is an Operating Company within FCTG that has roots that go back 40 years. They are well established in Nashua, NH as an industry leader in the import and distribution of forest products serving a variety of markets including industrial, construction, and building materials.

Congratulations to Seaboard and FCTG and Andrew Waples for a successful hire!

Copia Power Appoints New Senior Manager, Treasury and Tax

Mon, 08 Jan 2024 22:45:00 GMT

We are excited to announce our recent collaboration with Copia Power, resulting in the placement of Meet Ankola as their new Senior Manager, Treasury and Tax.

Congratulations to the entire team at Copia Power and to Meet Ankola on this successful hire!

180one Recognized as one of Oregon's Most Admired Companies (Again!)

Thu, 14 Dec 2023 17:09:41 GMT

180one was recently recognized as one of Oregon’s Most Admired Companies. The Portland Business Journal sent a survey to some 2500 CEO level executives asking them what companies they most admire in 10 different categories.

180one was selected as a finalist in the Recruiting/Consulting category and invited to attend the awards ceremony, where we stood out with the 7th place spot.

16 years later, to be recognized today as a Most Admired Company by our clients is a testament to our team’s professionalism, how they’ve partnered with our clients, and the work they’ve performed on our clients’ behalf.

Thank you to our clients for your support over the past 16 years, and we look forward to being your search partner in the years to come.

OBRC Selects New President

Tue, 05 Dec 2023 19:20:33 GMT

180one is thrilled to announce the recent collaboration with Oregon Beverage Recycling Cooperative (OBRC), culminating in the successful placement of a new Chief Executive Officer.

Oregon Beverage Recycling Cooperative (OBRC) is the industry steward of Oregon’s nationally recognized beverage container redemption program. We help keep Oregon beautiful by providing outstanding services to our partner distributors, retailers, and to the public for the recovery, reuse, and recycling of beverage containers.

OBRC serves as a not-for-profit statewide operator with full vertical integration, making the co-op a major employer and providing more than 500 clean economy jobs in Oregon.

Through our statewide fleet operations, OBRC collects more than 2 billion containers annually for recycling across a network of 2,000+ retail stores, 27 redemption centers, 90+ bag drop locations, and transports them for counting, sorting, and processing across 6 statewide processing centers preparing these containers for Grade-A domestic recycling.

No similar system in America has consumers and the beverage industry working so closely together to achieve outstanding results, and Oregon’s Bottle Bill is popular with consumers. OBRC is proud to serve as the industry steward of Oregon’s Bottle Bill ensuring Oregon’s beverage container redemption program continues to produce positive results for Oregonians and inspiring positive change beyond our borders as a model program across the globe.

Congratulations to OBRC, and the 180one Search Team on a successful executive placement!

SawStop Selects New Vice President of Supply Chain

Mon, 04 Dec 2023 20:45:00 GMT

180one is thrilled to announce the recent collaboration with SawStop, culminating in the successful placement of Marcio Andre as the new Vice President of Supply Chain.

SawStop is a technology-focused company that has become a world leader in premium table saws and accessories. SawStop’s woodworking machines are equipped with Active Injury Mitigation (AIM), a technology the company pioneered. AIM detects contact between the user and the cutting surface and removes the hazard in less than 5 milliseconds, avoiding serious injury.

SawStop was founded in 2000 after the invention of their core AIM technology. The founders created a new table saw incorporating AIM technology as well as many other improvements. That saw was an immediate success when released in late 2004 and the company has since essentially taken over the industrial table saw market. SawStop now has over 200,000 saws in the field and has saved many thousands of fingers with their groundbreaking technology.

Congratulations to SawStop and Marcio Andre!

Stahlbush Farms Selects New Chief Financial Officer

Thu, 30 Nov 2023 20:02:21 GMT

1 80one recently partnered with Stahlbush Island Farms and is proud to announce the executive placement of a new Chief Financial Officer.

Stahlbush Island Farms started with 2 crops, 500 acres, and a dream in 1985. Today, Stahlbush cultivates 4,000 acres in Oregon and offers a wide array of ingredient solutions for large food manufacturers as well as the freshest individually quick-frozen fruits, vegetables, grains & legumes available along with premium canned puree products for consumers.

As the first ever farm to be certified sustainable from the Food Alliance organization, Stahlbush is an environmentally-friendly farm and food processor committed to sustainable agriculture and exceptional quality produce products.

Congratulations to the entire team at Stahlbush Island Farms and this successful hire!

TTS Festool Selects New Vice President of Human Resources

Fri, 24 Nov 2023 20:08:07 GMT

Congratulations to Festool and TTS in their recent hire of Ryan Goergen as their new Vice President of Human Resources.

TTS is a private/family-owned high-end power tool manufacturer headquartered in Germany. With revenues nearing $1B USD, TTS is comprised of the following brands: Festool, Tanos, Narex, SawStop, Shaper Tool and others.

Festool is the largest company in the TTS portfolio and its North American HQ are based in the Indianapolis area. The Vice President of Human Resources is a new position and will be a member of the Executive Leadership Team whose mission is to shape and drive the company’s HR strategy and operations.

180one enjoyed partnering with TTS for this critical position search and placement. Contact us for any executive search placements you need!

EC Company Appoints New Corporate Controller

Thu, 16 Nov 2023 20:11:10 GMT

180one congratulates Electrical Construction (EC) Company on the successful selection of Mason Brock as the company’s new Corporate Controller. Founded in Portland, Ore., in 1946, today EC Company offers a broad range of capabilities to diverse markets as a full-service electrical contractor as well as industrial power solutions through its distribution company EC Power Systems.

As Corporate Controller, Mr.Brock will be responsible for managing the Finance and Accounting departments by providing information – primarily financial in nature, about all company activities. He will assist management, its shareholders, and other users in making educated economic decisions about the company’s financial future.

180one has enjoyed partnering with EC Company, and we wish Mr.Brock the best of luck in his new position!

Willamette Dental Appoints New Senior Vice President of Business Development

Thu, 16 Nov 2023 20:10:57 GMT

180one is excited to share the news of our recent collaboration with Willamette Dental, marking a significant milestone with the successful placement of a new Senior Vice President of Business Development. As the premier retained search firm of the Pacific Northwest, 180one stands ready to assist with your executive search needs.

With a half-century of operational history, Willamette Dental's roots run deep in the communities of the Pacific Northwest. Their enduring success is attributed to an unwavering commitment to a mission, core values, and healthcare standards that prioritize the well-being of the people in these communities.

Founded in 1970 by Dr. Eugene Skourtes and Dr. Gerald Cogan, Willamette Dental Group originated from a single treatment office on Jefferson Street in Portland, Oregon. The founders pioneered a revolutionary approach to dental care, emphasizing preventive measures and long-term oral health over the conventional fee-for-service model. This visionary approach led the company to become the first provider of coordinated dental care in the PNW.

Today, Willamette Dental Group has grown into the largest multi-specialty group dental practice in the region, boasting over 50 office locations across Oregon, Idaho, and Washington. The organization has evolved into a family of companies, offering a comprehensive range of dental care services, dental insurance, and business management and administrative support.

Domaine Serene Welcomes New Chief Marketing Officer

Thu, 16 Nov 2023 20:10:35 GMT

180one is thrilled to announce a recent collaboration with Evenstad Estates, culminating in the successful placement of a new Chief Marketing Officer for their premier brand, Domaine Serene Winery. Evenstad Estates stands as a distinguished collection of premium wine brands originating from Oregon and Burgundy, devoted to reshaping the landscape of fine wine and hospitality.

Founded in 1989 by Ken and Grace Evenstad, Domaine Serene, their flagship brand, has achieved recognition as one of Oregon’s 25 Most Admired Companies and has been honored with the Oregon State University Austin School of Business Management Award. As America’s Most Awarded Winery, Domaine Serene holds a unique position, being the sole winery to secure top rankings for Pinot Noir and Chardonnay in Wine Spectator’s prestigious Top 100 Wines of the Year.

Situated in the scenic Dundee Hills, Domaine Serene boasts cutting-edge winemaking facilities and sustainably managed vineyards. With oversight of six wine brands, Evenstad Estates, led by a dedicated team, remains steadfast in its commitment to shaping the fine wine landscape with excellence in Pinot Noir, Chardonnay, and sparkling wines.

Impel Appoints New Director of M&A

Thu, 16 Nov 2023 19:39:15 GMT

1 80one recently partnered with Impel and is proud to announce the executive placement of a new Director of M&A .

Impel Company (“Impel”) is a high-growth, rapidly expanding collection of small businesses. Their platform of companies includes capital equipment sales & distribution, repair & field work, manufacturing, and engineering. We are operating in 12 locations across 12 states in the Western US with new acquisitions quarterly.

Portland Bottling Company Welcomes New CFO

Thu, 16 Nov 2023 18:32:11 GMT

We are delighted to announce the successful placement of Todd Thompson as the Chief Financial Officer for Portland Bottling!

Founded over 90 years ago by Andrew D. Hrestu in 1924, Portland Bottling Company (PBC) has been situated in its current landmark building since 1941. In 2020, PBC expanded its operations to a 350,000 sq foot facility in Clackamas, OR, effectively more than doubling its capacity from the original flagship location. Initially distributing brands like 7UP and RC Cola as a franchisee, PBC has evolved to exclusively function as a regional contract packer and co-packer. The company specializes in producing a diverse array of ready-to-drink (RTD) specialty beverages in aluminum cans, solidifying its position as a leading West Coast co-packer. PBC's product range includes energy drinks, fruit-flavored sparkling waters, teas, and various other specialty non-alcoholic beverages, available in pasteurized and non-pasteurized options and a variety of carton and case configurations.

Congratulations to the entire team at Portland Bottling and, of course, to Todd Thompson on this accomplishment!

Relay Resources Welcomes New CEO

Fri, 27 Oct 2023 18:54:12 GMT

180one is pleased to have collaborated with Relay Resources, a prominent nonprofit organization in Portland, in the recruitment of a new Chief Executive Officer. Following an extensive search in both nonprofit and for-profit sectors, Jennifer Luebke was selected for the role.

Relay Resources is dedicated to fostering meaningful employment opportunities for individuals with disabilities. Instead of simply placing individuals in jobs, Relay Resources collaborates with its customers, identifying their business needs and delivering tailored solutions. The organization actively engages with a community of willing and able workers who have encountered challenges in securing consistent employment. Through training, job placements, and housing initiatives, Relay Resources empowers these individuals to lead more fulfilling and independent lives.

Continuing our partnership with Relay Resources and other community-focused organizations in Portland, 180one is proud to contribute to the strengthening of our community. Congratulations to Relay Resources on this significant hire!

Papé Welcomes New Grants Program Leader

Wed, 11 Oct 2023 19:11:07 GMT

180one recently partnered with Papé Group and is proud to announce the placement of a new Grants Program Leader.

With 4,500 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.

Congratulations to Papé Group on an excellent hire!

Papé Selects New Director of Alternative Energy and Infrastructure

Mon, 25 Sep 2023 19:11:20 GMT

180one recently partnered with Papé Group and is proud to announce the placement of a new Director of Alternative Energy and Infrastructure.

Congratulations to Papé Group on an excellent hire!

Magnate Worldwide Welcomes New Director of FP&A

Thu, 07 Sep 2023 18:29:23 GMT

We are delighted to announce that our recent partnership with Magnate Worldwide has culminated in the successful placement of Nick Hanahan as their new Director of FP&A.

Magnate Worldwide is a diversified supply chain management company, comprised of a unique portfolio of complementary, premium logistics services focused on Mission Critical Domestic, Fine Arts, and Global Freight Forwarding.

With customer service levels and operational execution second to none, each Magnate business segment provides premium services across many industries for sensitive, time-definite, high-value, and white-glove shipments.

Backed by Littlejohn & Co., Magnate Worldwide is growing both organically and through the acquisition of companies with the same passion, bringing together cultures and best practices to become one of the fastest-growing premium service providers and most innovative logistics companies in the industry.

Congratulations to Magnate, Nick Hanahan, and the 180one Search Team on this exciting addition to Magnate's team!

Pacific States Marine Fisheries Commission Selects New Fiscal Officer

Mon, 04 Sep 2023 21:47:38 GMT

We are delighted to share that 180one has recently collaborated with the Pacific States Marine Fisheries Commission (PSMFC) to successfully place Ngu Thuy Castro as their new Fiscal Officer.

Established in 1947, PSMFC is one of three interstate commissions dedicated to addressing multi-jurisdictional fisheries issues. The commission's primary objective is to advocate for policies and initiatives that conserve, develop, and manage fishery resources across California, Oregon, Washington, Idaho, and Alaska. PSMFC achieves this by coordinating research efforts, monitoring fishing activities, and facilitating a diverse array of projects. They actively collect data and maintain databases on salmon, steelhead, and other marine fish, providing valuable information for both fishery managers and the fishing industry.

Congratulations to PSMFC, the 180one search team, and Ngu Thuy Castro on the success of this executive placement!

180one Recognized as one of Oregon’s Most Admired Companies

Tue, 01 Aug 2023 23:55:47 GMT

180one was recently recognized as one of Oregon’s Most Admired Companies. The Portland Business Journal sent a survey to nearly 2500 CEO level executives asking them what companies they most admire in 10 different categories.

180one was selected as a finalist in the Recruiting/Consulting category and invited to attend the awards ceremony, where we shared the 6 ^th place spot with 2 other companies.

When we started 180one in 2007, our main mission was to help Portland businesses grow and thrive by providing them the access to the executive level talent that they deserve. And do it in a way that allows us to truly partner with our clients and build relationships with them outside of any of the searches they engage us on – since we work and live in the same community as our clients.

15 years later, to be recognized today as a Most Admired Company by our clients is a testament to our team’s professionalism, how they’ve partnered with our clients, and the work they’ve performed on our clients’ behalf.

Thank you to our clients for your support over the past 15 years, and we look forward to being your search partner in the years to come.

Cascade Coffee Welcomes New Chief Financial Officer

Tue, 01 Aug 2023 19:11:17 GMT

180one is happy to announce a successful collaboration with Cascade Coffee and the placement of Jason Rees as their new Chief Financial Officer.

As one of the largest contract coffee roasting and packaging operations in the US, Cascade Coffee provides a wide range of options for producers of coffee products, including whole bean coffee, ground coffee, flavored coffees, and specialty blends. Cascade Coffee provides contract manufacturing to many of the leading coffee brands in the world, including diverse packaging solutions, supply chain, and design services. Cascade Coffee has also been the roaster of choice stocking shelves with quality coffee under some of the nation's most popular private-label and grocery brands.

Congratulations to Jason Rees and Cascade Coffee!

Succession: Planning Tips (not from the HBO series)

Thu, 08 Jun 2023 18:40:30 GMT

Succession Planning is important but not the Plan

Succession planning is one of the most important challenges organizations face but can be the least straightforward on how to effectively plan for it based on constantly moving targets. There is a plethora of different scenarios that impact how a company plans for succession. Some common examples include promotions of high performers to varying levels, identification of leaders who are approaching retirement, or even advance preparation for replacing key executives due to outside circumstances. Or maybe a colleague decided to start their own company, and the natural successor is going with them? Suddenly, instead of a year to think through a transition, you have a fraction of that time. Each situation has its own nuances and requires a specific approach for a successful and smooth transition.

Key Factors in Succession Planning

Succession planning requires, well, a lot of planning. While some believe only CEOs and Board Members need to prepare for succession, most organizations require managers to identify and develop team members as future leaders for a smooth transition . What we all know about succession planning is that it is fluid and will constantly change. With this understanding, rather than trying to solve all the details of a succession plan, consider adopting two main practices as you go through the initial planning process and future updates to the plan.

Understand Your Timeline: This phase represents a crucial aspect of the succession planning process, as it addresses a key question: when will an individual be deemed prepared or invited to advance within the organizational hierarchy? Furthermore, it necessitates consideration of the broader ramifications resulting from the promotion's cascading effect on other individuals and functional areas. In such instances, the implementation of strategies becomes indispensable to effectively navigate both predictable and unpredictable timelines.
Embrace Flexibility: As we all know, change is the only constant in business and life. It's often evident that as people continue to grow and develop, their roles and responsibilities evolve over time as well. As a result, replacing tenured individuals can prove to be an incredibly challenging endeavor. It’s imperative to contemplate redefining certain roles and exploring short-term compensation solutions. Embracing flexibility both within the organizational chart and the scope of responsibilities can set you up for an effective leadership transition.

Once you have a comprehensive understanding of your designated timeline and have meticulously analyzed the areas of the role that possess potential adaptability, you are now ready to develop your strategy for succession.

Identifying and Developing Succession Candidates

The timeline sets the structure of a successful leadership transition strategy. The three timeframes are short-term (between 6-12 months), mid-range (1-2 years), and an unknown timeline. Depending on the scenario you are dealing with, your prospective candidate pool and the skillsets you require for eligibility will vary.

Identifying and Developing Succession Candidates

Short-Term Succession Timeline

Picture this: You're a director at a mid-size company, and the CEO just gave you the great news that you've been identified as a successor for a VP role in another area of the business. The catch: you are responsible for your replacement, but your transition into the VP role won’t occur for another 9 months.

To address this situation, companies often adopt a flexible approach toward title and compensation in the short term to ensure the acquisition of a suitable successor.

Back to the example - If there’s no obvious internal successor, you’ll probably need to conduct an external search where the candidate would be ready for the Director from Day 1, despite having nine months left in the seat. If you hire a Manager under your Director title, there’s a risk they might not be prepared for the Director role in the given time-period or view the move as purely lateral. However, you don’t have the budget to bring on another Director level compensation to your team and anything less will probably not be sufficient to attract a candidate from a similar position. To fill the position for today (and more importantly for succession), the following measures can be implemented:

Be open about the promotion timeline during the recruitment process so lateral hires understand the true hiring goal.
On their first day, consider reallocating a portion of the organizational chart to them to avoid underutilization. Additionally, assign them important projects as individual contributors that you have been unable to complete due to time constraints. Create a business case to bring the candidate over with a Director title, along with the commensurate compensation level. Even though you may not have initially planned the budget for this, the incremental compensation would only be for a short-term period and would help you place a high-caliber leader in the position immediately.

Mid-Range Succession Timeline

Okay, so you have some time to plan.

Within a timeline ranging from 1 to 2 years, you can strategize for upcoming successions in a more gradual and organic manner. During this timeframe, it’s crucial to allocate sufficient time for introspection and delve into thoughtful contemplation about your existing team. By asking probing questions, you can effectively identify key contributors who possess the potential to become ideal successors. Some questions you can ask include: How is the team performing under the current leadership? Where do they excel? Where is there room for improvement? Who takes the initiative to solve problems, and who asks insightful questions? When considering an ideal successor, what qualities or key attributes should they possess?

There are certain specific characteristics to seek in individuals when assessing your team for potential leadership roles. As stated in a Harvard Business Review article focusing on leadership development, the presence of four essential qualities—curiosity, insight, engagement, and determination—indicates the potential for leadership. Individuals exhibiting these traits can be nurtured for senior positions through suitable coaching and support.

To ensure effective succession planning during recruitment:

Avoid over-committing in the recruiting process. While discussing potential succession can be appealing to candidates, refrain from making promises or hiring individuals who may feel discontented if they are not promoted soon after joining if an opportunity arises.
Clearly communicate the timeline to prevent overselling future opportunities.
Ensure you hire candidates at an appropriate level that aligns with their potential for upper leadership roles.
Manage the corporate hierarchy carefully. Hiring multiple directors reporting to the same person can create competition and potential discontent. Instead, hire individuals at various levels, with differing role scopes and salary grades, to prevent bottlenecks and foster a broader talent pool.

The Mystery Timeline

Consider this scenario: your company’s CFO is probably going to retire in the next few years, but it has never been announced. As of right now, there isn’t an obvious internal successor for the CFO position. How do you recruit an external candidate to join your company with succession as a main objective when you can’t commit to a timeline for them?

There are several challenges in this situation. You need a candidate who is ready now for the CFO role (the retirement announcement could be any day!). You are likely asking them to take a temporary demotion in title or leave their current organization where the timing of their next promotion could be well known. Why would a candidate be interested?

A better question to ask: How do you find the candidates who will be interested? Look for CFOs who are coming from:

A smaller or less complex organization than yours, but they are ready for the next level of challenge.
A larger organization where there is a bottleneck for moving to the next level and your organization provides a clearer path to promotion.

In some cases, the wise move might be to act on the succession plan sooner rather than later. Rather than having the incumbent retire from the company ahead of their own timeline, have them take on another role that is valuable to the company but provides you the opportunity to promote a quality team member internally. This solution retains your talent pipeline, shows your organization that you want to hire from within, and provides a smoother transition because the outgoing CFO is still in the company to provide guidance based on expertise and institutional knowledge.

Flexibility Is the Key

Whether it’s flexibility with your timeline, the willingness to remain open-minded about the org chart, scope of responsibility, or compensation, the ability to pivot quickly when succession is at stake is an asset. For example, if your company has a “unicorn” CFO (they have taken on additional responsibility that is unique to their interests and skillsets but wouldn’t normally be found in another CFO candidate), it may be extremely difficult to find someone who has direct experience fulfilling all the roles your tenured executive does. Adjusting the scope of responsibilities for the new CFO to be closer to the typical functional role is a great way to increase your flexibility and help speed up your hiring process for succession.

Instead of expending valuable time and resources trying to find another needle in the haystack executive, focus on hiring someone who can do 80% of the responsibilities and spread the other 20% to people already in place who have the proper skillsets.

Succession planning is a complex topic without a strict roadmap. However, it should be a consideration whenever you recruit and hire for your company. Each new manager, director, or executive should be evaluated as a potential candidate for upward mobility within your organization. Having individuals on the team with the potential for advancement is advantageous for everyone. They can learn directly from senior leadership and potentially take over their roles in the future. This ensures that if a sudden need for succession arises, there are already knowledgeable individuals in the pipeline. Proactive planning can help you avoid the consequences of a last-minute hire or promotion that proves to be unsuccessful. Even if you have six months to work toward a succession transition instead of a year or two, embracing flexibility and knowing what to look for will ultimately set you up for success as you look to find a new leader.

Fair Market Selects New VP of Procurement

Tue, 06 Jun 2023 19:11:01 GMT

180one is excited to announce its recent collaboration with Fair Market Inc., resulting in the successful placement of a new Vice President of Procurement.

Headquartered in St. Louis, MO, Fair Market, Inc., also known as "FMI," stands as a wholesale frozen food distributor and manufacturer with a distinct focus on procuring large quantities of high-quality food products, including both first-run items and opportunity buys. These products are then supplied to grocery retail, foodservice, and consumer packaged goods partners nationwide.

Since its establishment in July 1997, FMI has been a trusted partner for distribution customers seeking to enhance their dining menus and retail selections while simultaneously reducing overall food costs. FMI employs various methods to acquire products from different frozen protein and other suppliers. Leveraging their extensive partnerships, FMI procures food items and offers them to customers who require high-quality, cost-effective products in significant volumes.

180one's Year in Review: 2022

Thu, 09 Mar 2023 00:37:11 GMT

Each year, 180one presents the Year in Review, sharing our insights about 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.

Going in to 2022, the executive search industry was still reeling from a record backlog of client opportunities, but as we’ve seen in other industries, the gap between demand and supply was shrinking as we finished out 2022.

But don’t let that lead you to believe that the market for talent is easing. The unemployment rate for those who are at least 25 years of age with a bachelor's degree is at a record low of 1.9% as of 12/31/2022 – and there are other factors that are impacting any recovery.

With so many candidates already making a change in their employer during COVID, it’s too soon for them to make another change.

Relocations are a big challenge today based on mortgage rates doubling over the past year making it financially unfeasible for candidates to move locations.

As many individuals/families having recently relocated during COVID to their desired city, combined with the ability to work remotely, the pool of candidates willing to relocate has shrunk dramatically.

Does this mean that it’s impossible to find great talent for your organization? Not at all. Organizations that are providing flexibility as to where their employees reside or how often they are in the office will continue to win the War on Talent. Not every organization or role can offer this type of arrangement for a variety of circumstances, perhaps 2023 could be tipping point for your organization to have the talent it deserves.

Take a look back at 2022 with us in our Year in Review.

Oregon Tool Welcomes New Director of Global Supply Planning

Tue, 17 Jan 2023 21:28:20 GMT

180one is delighted to announce our recent collaboration with Oregon Tool, culminating in the successful placement of a new Director of Global Supply Planning. If you're seeking executive search services, look no further than the premier retained search firm in the Pacific Northwest—180one.

Established in 1947 in Portland, Oregon, Oregon Tool has evolved from a small family-run saw chain operation into an international leader in designing, manufacturing, and marketing precision cutting tools, equipment, and accessories. Their global reach spans over 110 countries.

At Oregon Tool, a passionate team embraces innovation and unconventional thinking to develop the world's most efficient cutting tools and products. Their commitment extends beyond products, aiming to positively impact people, communities, and landscapes worldwide. They prioritize diversity, inclusivity, and sustainability, actively contributing to reversing the impacts of the global climate crisis. With a foundation in a pioneering spirit, they lead with humility, global stewardship, and a steadfast commitment to excellence every day. They understand the essence of getting the job done and recognize that their people are the driving force behind their success.

Conducting an Effective Confidential Search in the Post-COVID Economy

Thu, 12 Jan 2023 17:42:47 GMT

As 2022 wrapped up, we noticed a growing trend. More clients have been reaching out to us about conducting confidential searches. What may be fueling this rise?

The current spike in confidential searches that we are experiencing are focused on operations or manufacturing leadership. We have some ideas about why that is, as well as tips for how to navigate such a search, which has distinct differences from an open search. It does not have to be as daunting as many fear it will be.

Confidential Searches – Why Now?

The pandemic that slammed into our country and economy (and not just ours) in early 2020 created circumstances in just about all aspects of society that shifted how people live, how we think about education, healthcare, travel, and employment, and, not insignificantly, how companies do business.

Think about it. Companies strained by lockdowns and supply chain slowdowns had to rely on their often pared-down workforce more than ever, and those in leadership positions had to come up with innovative ways to pivot or ramp up production despite skeletal crews. Employees everywhere sacrificed for their companies in a time of need. People are drained. The leaders in charge of keeping up with customer demands in this climate are especially exhausted, and their job burnout is spiking.

In an article about pandemic burnout, Forbes Magazine refers to a Gallup poll that noted that employee engagement rose steeply during the pandemic as people sensed an urgent increase in the vital purpose of their work, and yet employee well-being declined. Normally, those two metrics go hand in hand—engagement is up at the same time that well-being is. The pandemic broke the metrics mold.

Leaders in the operations and manufacturing realm are pulling back from the brink, trying to do their jobs without overextending to their health’s detriment. What looks like “quiet quitting” may be more like “let’s get back to some semblance of normal.” But organizations who have become accustomed to the overachieving Operations Leaders and their ability to do more with less, see what they think is a performance slip, so they start a confidential search to find someone who can help them achieve the new normal.

Another reason for an increase in confidential searches may well relate to the fact that in the depths of the pandemic, many companies found themselves doing emergency searches for upper-level operations leaders to help them navigate the diverse challenges of the COVID-slammed economy. They did not have the time to do the kind of deep dive they normally would, so they hired fast and furiously, only to find that now they have someone who is not really suited for the position. Time for a confidential search.

If either of these scenarios sounds familiar, or if you find you are wanting to do a confidential search for another reason, being aware of best practices can help you through any possible mine field.

The Drawbacks of Conducting a Confidential Search

The drawbacks of a confidential search are its impact on the timeliness or quality of the search. For one thing, fewer qualified candidates step forward when the name of the company is undisclosed.

A Job Is What You Do, an Organization Is Why You Do It

The best candidates are selective, and they want to thoroughly research an organization to ensure they are investing their time wisely. Candidates are typically drawn to an organization before they are drawn to a specific job. When they are unable to disclose the company, hiring managers find that some great candidates are reluctant to advance their candidacy.

Another drawback surfaces when the incumbent has performance issues and the organization plans to terminate them once a successor is identified. Prospective candidates could easily interpret this as a sign that the hiring organization has an inability to manage and/or communicate with their employees, thus questioning why they would ever put themselves in that position.

Modifications of the Search Process

Despite the drawbacks, there are some modifications that can be incorporated to help offset the negative impacts of a confidential search.

Understanding the Role

The front end of the recruitment is the same as in a standard search. It involves gaining an understanding of the need for the role, figuring out how to define success, and the creation of any candidate assessment or evaluation templates. 180one tailors these tools for each search, confidential or otherwise.

Sourcing

The methods an organization uses to identify candidates, is the phase of a search, that are most affected when the search is confidential. One strategy involves modifying the sequence of your discussions with prospective candidates.

If the organization’s need for a confidential search will expire on a certain date, 180one has found it effective to continue reaching out to candidates in a timely manner, but then to schedule follow-up calls with prospective candidates for when we can disclose. This approach uses the silent period to at least gauge interest, while not wasting time with detailed conversations until more meaningful information can be shared.
If the organization’s reason for a confidential search is based on a low performing incumbent, some work-arounds include using an NDA with prospective candidates, or only disclosing information to a small group of qualified and interested candidates you believe you can trust.
Doing outreach to candidates outside the company’s geographical area can help minimize the chance that the internal team or incumbent will find out through their channels that there is a search being conducted.

Job Descriptions

This one is a bit more obvious, but if an organization will distribute a job description via their network or interested parties, the position description must be scrubbed from any identifiers that could disclose the hiring organization. Pro-tip: Do not use past position descriptions as they tend to have a similar format or rely on common vernacular or acronyms that could ultimately leave your organization’s fingerprint. These candidates are smart, and it doesn’t take much to put the pieces together!

Research/Targeting

It is nearly impossible for an internal recruiter to conduct a confidential search without immediately giving away the company’s identity, thus it is important to use a third party recruiting firm. A recruiting firm’s arms-length relationship with the hiring organization tends to create enough of a buffer to protect the anonymity of the client. The recruiters simply need to eliminate certain talking points that would reveal too much information about the hiring organization.

Conducting an Effective and Efficient Confidential Search

Your goal in running a confidential search is to protect your organization’s anonymity while identifying the right candidates and maintaining your ongoing initiatives. In a timely manner, of course.

Even though candidate pools are typically smaller in a confidential search, especially in a tight labor market, finding a great candidate is possible. Establishing a solid search from the beginning, with a thoughtful strategy that mitigates pitfalls, will help your company succeed.

There is no reason that a confidential search needs to be any less effective than a traditional search. Leveraging the expertise of those who are experienced in conducting confidential searches could be the most valuable first step of the process.

Custom Decorators, Inc. (CDI) Welcomes New VP of Sales

Tue, 10 Jan 2023 17:57:30 GMT

1 80one recently partnered with CDI and are proud to announce the executive placement of a new VP of Sales. If you’re in need of executive search services contact the top retained search firm in the pacific northwest, 180one.

Custom Decorators, Inc. (CDI) is the premiere in-home design and installation service for major retailers in North America, specializing in custom-made window blinds, shutters, and drapery. Our professional designers and installers across the U.S. and Canada provide homeowners with expert guidance, the highest quality products, and professional installation. We manage all aspects of our clients' projects from the creative concept through the ordering process and installation. For over 25 years, our innovation, expertise, and value have offered the ideal shop at home solutions for our clients' window fashion needs.

Willamette Dental Announces New VP of Construction & Facilities

Tue, 03 Jan 2023 19:15:54 GMT

1 80one recently partnered with Willamette Dental and is proud to announce the executive placement of a new VP of Construction & Facilities. If you’re in need of executive search services contact the top retained search firm in the Pacific Northwest, 180one.

After 50 years in business, our roots run deep in the Pacific Northwest communities we serve. Our success has been built on an unwavering dedication to a mission, core values, and healthcare standards that put the people of those communities first.

Willamette Dental Group was established by Dr. Eugene Skourtes and Dr. Gerald Cogan in 1970, out of a single treatment office on Jefferson Street in Portland, Oregon. Early on, the partners began to foster a new approach to dental care that focused on preventive care and long-term oral health, instead of the traditional fee-for-service model. From this approach, the company became the Pacific Northwest's first provider of coordinated dental care.

Today, they have become the largest multi-specialty group dental practice in the Pacific Northwest, with more than 50 office locations in Oregon, Idaho, and Washington. Willamette Dental Group is a family of companies that provides a combination of dental care services, dental insurance, and business management and administrative services .

New Principal Consultant Appointed at The Gunter Group

Mon, 19 Dec 2022 22:11:30 GMT

1 80one and The Gunter Group recently partnered and are proud to announce the executive placement of a new Principal Consultant. If you’re in need of executive search services contact the top retained search firm in the pacific northwest 180one.

The Gunter Group (TGG) was created to be different, to be relational, to be insightful, and to maximize potential for our consultants, our clients, and our community. We listen first so we can learn, analyze, and deliver meaningful solutions for our clients. Our compass points towards our people and our “Non-Negotiables” always. Our driven employees make us who we are — a talented team of leaders with deep and diverse professional experience.

We set out to build a different firm where we leverage strong relationships to achieve great things in partnership with our clients. The big firm model does not resonate with us. There is a better way to continually deliver high-value service.

See “Who We Are” here and discover what makes us different.

The CFO Shortage - A look at CFO Labor Market Trends

Thu, 01 Dec 2022 21:16:05 GMT

Looking at Google data, we see that between August and October 2022 there has been a significant uptick in searches for the terms “CFO” and “chief financial officer”—50% and 22% respectively. But even though Googling CFO is the simplest way to see these trends, it’s not the only confirmation that there is increasing demand for CFO candidates .

That rising demand is for a particular kind of CFO. Let’s call it the modern CFO. Let’s look at the current landscape as it has evolved along with businesses over the last couple of decades.

From Accounting to Financial Analysis and Planning – How the CFO role Evolves

Consider your basic business that has a product or service to sell. There is an initial investment to create your product. Revenue begins to flow. The business has someone on staff who has the accounting skills to keep track of revenues, expenses, and pay the taxes. This person may be called the controller, or maybe even the CFO. Over time, as the company grows, it begins to invest its profits in order to increase the business’s capacity, enter new markets, or increase the customer base. Instead of just tracking revenue and expenses, the CFO value to the company begins to shift from recording historical data to focus on driving long term performance of the company and how best to leverage its resources to accomplish the intended results.

The individual who started out as the controller is now expected to provide some financial analysis on a variety of business issues. What is the company’s breakeven point? What are the margins per customer or product? To increase capacity, should we increase the labor pool, invest in new equipment, or outsource? What is our return on this investment? Should we finance our expanded capacity with operating cash flow, debt or raise through equity?

This is the point in the life of the business where the accounting and finance function begins to evolve from record keeping (historical) to helping the business make decisions with a financial approach (future-focused). In many instances, the individual in the controller role may not have the skills needed to provide this type of value.

Where Does the Modern CFO Exist?

Most large privately held or publicly traded companies have historically been a great training ground for modern CFOs. The accounting and finance functions not only ensure the accuracy of the financial statements, but they also work with other functional areas to help them manage financial results, as well as understanding the financial drivers of the business. This exists as these organizations require another level of financial sophistication in order to attract outside investors, board members, and maintain compliance as a public company. Most accounting and finance individuals who are trained in this world learn the best practices of their craft here.

What Does the Modern CFO Offer?

The modern CFO who drives business success is expected to bring the following to the table:

Economic approach to decision making – This is different from an accounting approach. It includes thinking about where to acquire more capital, whether to make investments etc.
Participation as an executive leader – While they might be officially in charge of the finance function, they now need to share their overall business acumen with the company to influence other decisions that are perhaps outside of their scope of responsibility. In many organizations, the CFO will even interact with customers in contract review/negotiation, but also for customer retention.
Ability to provide business partnering – These internal partnerships reflect the leadership of the modern CFO. The CFO and their team, partners with manufacturing, sales, marketing, and others to help them understand the decisions they make from an economic perspective, and how analysis and projections inform the interdependent web among all of the functional areas within a company.
Team management and development – The CFO’s team is on the front lines of business every day, having an impact on all functions. The CFO wants a team of financially savvy people who also have the emotional intelligence to help them partner and engage with other teams. The litmus test for a good financial team is whether they are being invited to meetings in other areas of the business, or if they have to invite themselves.

Supply and Demand – CFOs Who Drive Business Success to the Next Level

The demand for modern CFOs continues to increase based on a few critical drivers, while the supply isn’t keeping pace.

An increase in demand is being created by private equity firms acquiring companies who are for the first time accepting institutional investment. When this occurs, these companies typically need to adopt a new governance structure with a formal board, and since their new investors are financially astute – they normally desire the modern CFO to ensure both accurate financial reporting, and this modern CFO to help drive financial performance. A good portion of the companies that the PE firms acquire under this scenario don’t already have a modern CFO in the seat, resulting in the need to recruit an outsider.

In addition, medium sized family owned and/or founder led companies are increasingly adopting financial and governance best practices that were once only employed by public or PE backed companies. These shifts normally require a modern CFO which in turn is driving more demand for them.

Their pull on the dwindling supply affects the rise in demand and the subsequent shortage we are seeing. This article in the Association of Accountants and Financial Professionals in Business dives into the increased expectations for company CFOs.

The good news is that many financial officers currently working in high-stakes public companies want to take the skills they’ve learned over time and apply them in a business where the intense risk of projection-failure and the massive stress of issuing quarterly earnings won’t shorten their lifespans.

The bad news is that at this point that supply is dwindling and there are fewer truly experienced modern CFOs to meet the continually rising demand for their services.

CFO Recruiters – The Search for Your Next CFO

It is possible to recruit the modern CFO down from the heights to a company that wants to be more competitive, financially strategic, and continue to grow. Many CEOs are unsure of how to determine what CFO skills are needed in their company, let alone how to evaluate CFO candidates. If you have been searching for the CFO to move your business forward and are finding it tough to find the right person for the job, you are not alone. This is where an executive search firm with the right expertise can help a company not only align the company needs with the skills needed in the role, but also how to effectively run recruitment for this critical search.

This search is perhaps the most challenging there is, especially these days. Bringing in the expert on this will free you up to fill your countless other roles and focus on your endless list of important leadership tasks. Ending up with the right CFO will yield such growth that your search will have paid for itself in no time.

Check out our experience helping great companies hire modern financial leaders here !

5 Ways to Win Your Candidate During the Offer

Tue, 01 Nov 2022 21:02:28 GMT

You’ve conducted the initial executive search and several rounds of interviews; now you’ve found THE candidate who will bring that edge you’ve been looking for to your organization. Your work is over, right? Not quite.

Hiring managers often make the mistake of thinking the work is finished after they have made the offer, but maintaining focus and staying engaged in the final moments of the recruiting process are critical to securing a candidate.

You may be tempted to assume candidates are interested because they remained in the recruiting process. After narrowing the pool down to one choice, though, the decision to accept now lies in the hands of the candidate. With the finish line in sight, your organization must see the recruiting process through to receive a “Yes” from the other side of the table.

Today on The Water Cooler , we discuss 5 ways to ensure that you come out on the winning end when making an offer to a candidate.

Ask the Right Questions

To win your candidate, you must first master your phrasing. Instead of asking if a candidate wants the offer, ask if they want the job.

Every candidate wants an offer; receiving it makes them feel wanted and like they “won” the recruiting process. What hiring managers do not want, though, is to extend an offer that will be rejected.

Asking the candidate if they want the job can help you avoid delivering an offer that will be turned down. You may learn that, while the candidate is interested, they still have questions about the opportunity. Allowing them the chance to complete their own vetting process leads to more informed decision making and a higher likelihood that they will accept. Moreover, once the candidate has finished their own evaluation process and communicated that they want the position, you can decide how to craft the offer.

Find Out What Matters

From vacation time and healthcare to equity and retirement plans, candidates place different priorities on different offer components. Understanding what matters most to the candidate is critical in making a successful offer.

For example, when relocating candidates, covering or subsidizing one-time moving costs speaks volumes to them and their families. Spouses/significant others, children and other family members will be equally impacted by relocation, and their opinions may influence a candidate’s final decision. Making the gesture to assist with the move can garner buy-in from everyone involved, including the candidate, and lead to an accepted offer.

Get Creative

Creativity with compensation, benefits and other offer components can play a crucial role in ensuring a “Yes” from your candidate. Unable to raise the base salary for the position? Try including a signing bonus or adding additional vacation time to increase compensation. Providing equity, long-term incentive plans (LTIPs) or accelerated vesting can also help sweeten the deal for a candidate.

Outside of competitive compensation, companies may also offer car allowances, monthly parking, flexible work hours or the opportunity to work remotely in order to attract candidates. No matter what benefits you choose to provide, make sure that you continue to think about what matters most to your candidate.

Make It Personal

No one likes the generic “Dear Candidate…” email. Both your organization and the candidate invest time and resources into the process, so see the effort through by making your offer over the phone or in person.

Verbally extending an offer also doubles as a safeguard to rejection. Directly talking with candidates provides them the opportunity to ask any final questions they may have about the role, as well as presents the opportunity for them to accept before you initiate the necessary paperwork.

You should also allow a candidate adequate time to think over and respond to an offer. Delivering an offer on a Friday is advantageous. Your organization won’t lose any working days while the candidate considers the offer, and the candidate has a chance to unplug, process and discuss with other potential decision influencers before accepting.

Put Your Best Foot Forward

With a solid understanding of your candidate’s needs and goals, you can craft an offer letter that will be accepted outright, rather than entering into a negotiation.

Putting your best offer forward indicates that there is less to negotiate and signals how the candidate will be treated in the future at your organization – like their needs are being met versus being “nickel and dimed” each year with raises and bonuses.

Recruiting firms provide a major advantage in this final step; as third party providers, we are able to prompt candidates to disclose their true financial/benefits figures to understand what the best offer should look like and ultimately bring both sides of the table together.

Making an offer is a big step for both your company and the candidate. Completing the entire recruiting process is key to not only winning the candidate but also setting your organization up for success to retain top talent.

Want more insight? Check out our latest article Philosophy, Data and Structure; A Simple Guide to Executive Compensation or contact us to discuss your hiring needs for your next critical role.

Philosophy, Data and Structure; A Simple Guide to Executive Compensation

Thu, 27 Oct 2022 18:10:38 GMT

Executive compensation is at the top of your list of considerations when your company is recruiting. Hiring the most talented and aligned person for the job and retaining them—a simply stated goal that is far from simple. Compensation is a major piece of the recruiting puzzle.

You want to position the role competitively vis a vis other companies to make sure you don’t lose your ideal candidate to someone else. To ensure a successful search, you’ll focus on three priorities:

Having a clear compensation philosophy
Evaluating all compensation data
Proactively setting compensation boundaries and planning

Compensation Philosophy

Your compensation philosophy will be your north star, keeping you on track to your goal. There are numerous considerations—not everyone’s viewpoint is the same. Different businesses focus on a range of factors when establishing their philosophy. For example, does your organization believe that compensation drives performance or that performance must drive compensation? Does your organization place more value on best in class medical and retirement benefits? Those and many other theoretical positions will inform your compensation philosophy.

There are many considerations as you establish a compensation philosophy. Questions to ponder are whether it’s important to:

Align pay with your business’s annual and long-term performance goals
Ensure your compensation program is justifiable and equitable in a competitive market
Reward achievement, such as accomplishing specific objectives
Consider how you’ll balance base salary with short- and long-term incentives
Incorporate DEI values in your compensation scheme
Maintain internal equity across similar levels in different functions
Be a market leader, in the middle or follower with compensation for employees as compared to the competition

Once you come up with a compensation philosophy that will drive your recruitment and hiring, stay true to it.

Compensation Data

There are two basic ways to access current data about compensation within your field and in your part of the country. One is based on surveys and the other is real time data.

Surveys

Many companies will hire a consultant to conduct a compensation survey, looking at other companies in your industry that are commensurate in size and (if it’s important) operating in your geographic region. But those parameters can be misleading.

Consider whether you want to recruit from a different industry, believing that such an expanded search might bring in a skill set that will benefit you. You may be looking at companies that are larger and wealthier than yours, with the idea that the knowledge and experience of such a hire from one of those organizations will get your company to that next level. Most survey companies do not look at their targets through those lenses.

Surveys also cannot screen for businesses with a similar compensation philosophy. That information is rarely discoverable in public records for privately held companies, and we know that staying true to a philosophy is fundamental to a successful search.

A survey is definitely a piece of the picture, but probably the most notable issue with executive compensation comparison surveys is that there is a discrepancy between the actual market reality and the timing of the information they can gather. In some cases, by the time the survey is complete, the data could be antiquated for a variety of circumstance

Most executive compensation packages rely heavily on long-term incentive plans, but surveys mostly access information about base salary and bonuses. It is having a stake in the company that will drive executive wealth and spur the best candidates to join you, but except for publicly traded companies, information about equity is not disclosed. So how do you get accurate intel about what you’ll need to offer your recruits to get them to say yes?

Real-Time Data

The best way to get the inside scoop on executive compensation packages—including equity—is to work with someone who is close to the candidates - a search firm. Recruitment firms have a line on accurate, real-time information because they talk to candidates day in and day out, and though there are rules guiding what recruiters can ask, there is no rule about what a candidate can offer. It turns out, they tend to share this kind of information with recruiters.

If you want to have as much information as possible about what compensation looks like among the people you hope to recruit, combining survey data with the support of an executive recruitment firm should provide you a more accurate picture of the market.

Proactively Setting Compensation Boundaries and Planning

Once you have your compensation philosophy and the data you need to plan a winning compensation structure, be ready to make an offer. That means get pre-approval from your CEO, board, or whoever needs to sign off on compensation. And get it well in advance.

If your company uses a grading/leveling system to set compensation for each position, and the grade-range is out of line with what you know you’ll need in your recruitment, either adjust the candidate profile or use data to justify re-grading the position.

If your company is not yet able to offer equity, there are other ways to mirror that upside without an equity plan. If your targeted bonus range is lower than the market, perhaps adjusting the salary range can be the solution. to let you compete with bigger companies vying for the same candidate.

One of the most frustrating outcomes is to go through the entire recruitment process identifying the ideal candidate for the job—but there’s a gap in their compensation needs and what you have approved. If at this point you attempt to get approval to increase the compensation ranges, you’ll lose time, and all too often, you’ll lose the candidate as well. Once you have the candidate you want, you need to make a competitive offer fast. Good planning, understanding what you might be up against, and proactively addressing the issues before you conduct a search – make extending fast offer possible.

Pre-approvals are also important to consider based on the timing of conducting searches. If you are recruiting towards the end of the fiscal year, your best candidates may be a few weeks or months away from a sizeable annual bonus. You can either hire them with a delayed start date, having them sign a contract that begins after their bonus is earned and delivered, or, if time is of the essence, you can buy out the bonus they’ll be giving up with a commensurate sign-on bonus. Once you know who you want, use your compensation budget and flexibility to seal the deal.

Executive Compensation Can Move the Needle on Recruiting

The talent you are looking for is out there. Even if they are not knocking at your door, they are reachable—and hirable.

According to a survey conducted by Experteer, 97% of sitting C-suite executives are very open to being head-hunted for relevant vacancies even if they are not actively looking. A discreet approach (the expertise of recruitment firms) often yields terrific candidates, but having something special to offer is going to be key. That includes a tempting position in an exciting, change-making, or up-and-coming company and a competitive executive compensation package to get it across the goal line.

Understanding your compensation philosophy and sticking to it, leveraging real time market data to see the whole picture, and being ready and flexible with proactive planning, will put you and your organization in a better position to hire a quality leader who can take your business to the next level.

From Remote Work to In-Person, How to Make Your Return-to-Work Policy a Competitive Advantage

Thu, 06 Oct 2022 18:05:38 GMT

The Covid pandemic changed the world. Most significantly, it cost millions of lives, a fact no one will recover from soon. But it also created shifts throughout society that are unlikely to be completely unshifted.

It revealed fault-lines in everyone’s standard operating procedures—from families, to businesses, to governments. It also revealed the grit, heroism, patience, and kindness of people all over the world. The cruel fact is that not everyone survived, but those who did learned and grew. Not every business survived either, but those that did are still evolving to succeed within with the new landscape.

One of the biggest areas of transformation in the business world has been about where people do their work. We learned that people work better from home than many people feared. We found out that people love their autonomy but also that isolation can lead to individual depression and team dysfunction. We also innovated, as a society, technologies and procedures that enabled remote work to be as successful as it was for so many.

But what now?

Businesses want to see their people together again. Workers don’t want to lose the flexibility and autonomy of remote work. What are our options?

Remote, Hybrid, In-Person—Three Models

Though some people worked remotely prior to the pandemic, it was rarely a company policy as much as a perk for certain workers or a nod to unique circumstances. Job-seekers rarely saw “remote work option” as a bullet point on their Indeed or LinkedIn job listings, and an entire generation of business owners and CEOs considered remote work akin to “no work.” Fears that receptionists and sales clerks might grumble if the marketing staff worked remotely created rigid “no-remote” policies that some employees felt were draconian and senseless.

On the other hand, in the return-to-the-office camp, there are numerous articles and studies arguing that collaboration is only achieved when teams are in-person, such as this one by Condeco , a company whose purpose is to help businesses get their workers functioning back in the office again.

If remote means a workforce that never shares space, and in-person means everyone is in the office every day, a hybrid work policy is implemented by many companies who want to find the sweet spot between the two. Does a hybrid plan keep everyone happy and maintain maximum productivity? In many cases, it does.

Dos and Don’ts of Back-to-Work

We’ve seen companies like Apple and Google walk back precipitously implemented back-to-the-office policies that got serious pushback from employees. Thoughtful planning can help companies avoid backpedaling and flip-flops.

Don’t:

Rush to decisions and then have to rethink
Worry about what the competition is doing
Be rigidly demanding about in-office work if the entire leadership team works from home
Put team or division managers in charge of back-to-work decisions for their staff

Do:

Maintain flexibility at all times (flexibility means you don’t have to constantly rewrite rigid rules)
Think strategically so your policy becomes an advantage in recruitment, hiring, and employee satisfaction/longevity
Figure out what else is happening in your part of the world (remember you probably recruit more from your neighbors, and not necessarily from your competition)
Create policies that enhance work satisfaction, make employees feel seen and heard, while also setting expectations that productivity is the goal
Create a clear, company-wide policy

Logic rules in many cases. For example, some businesses cannot offer remote work. Manufacturing and retail jobs cannot be done remotely, whereas work at a tech company or marketing firm can be. Job roles determine workplace options. Some businesses have always had sales teams that worked remotely 99% of the time. No one questioned it because it was built into the role.

And for a hybrid workplace, consider the hierarchy of needs discussed in this article in the Harvard Business Review. In it, the author Rae Ringel says that high complexity goals require people to be in-person and low complexity goals do not. Somewhere in the middle there is wiggle room for a hybrid or in-person choice. Complexity is defined as including “emotional complexity, the range of interdependence, or the need for intervention.” Example of high complexity goals requiring employees be in person include conflict mediation, donor meetings, leadership development, and team building. At the low-complexity end of the spectrum are emergency briefings, skills trainings, and committee updates. Supervision meetings, performance reviews, and strategic planning are left in the middle where nuance can be considered.

How Your Back-to-Work Policy Can Give You a Competitive Edge

The goal of your return to office policy is the same as your company’s goal—to be as productive as possible, gain access to new talent, and avoid needless employee turnover, which is costly in a number of ways.

Considerations include:

Financial savings—Can a strategic hybrid work plan allow you to downsize your bricks and mortar presence and save money that can be allocated to things like salaries, recruitment, research, marketing, or just about anything else?
Access to more and better-qualified candidates—Does a flexible policy regarding remote or hybrid work allow you to hire people you would otherwise have no chance of getting?
Productivity—Will your policy elicit the highest level of productivity from your people? Job satisfaction, loyalty, and commitment all have an impact on quality of work.

According to this piece in Wharton’s Executive Education newsletter, being in-person at least some of the time helps companies maintain the unique “feel” of their workplace culture. Without that, the question is: “How can companies differentiate themselves from each other in the war for talent?”

In 2021, PwC conducted a survey of executives and employees to learn about their opinions of remote work a solid year into the Covid pandemic. They found that:

83% of management and workers alike confirmed that remote work had been a huge success in their company.
Employees are usually less eager for a return to the workplace than their bosses, but both groups believe the office, though changing in significant ways, is not going anywhere.
87% of employees believe that shared work space leads to successful collegial relationships and team collaborations.
New employees want to be in the office more often than not, and management agrees. They and their bosses agree that trainings, supervision by and access to supervisors, and learning company culture are all best done in person.

When it comes to the question of how a hybrid model would settle out, there is no consensus. More than half of the workers surveyed would like to be remote three days or more per week, whereas executives are more convinced of the opposite—that most employees should be in-person three or more days a week.

Different companies will find what works for them—their business model, mission, workforce, and culture.

Let’s look at how two of 180one’s clients have managed these questions.

Two Companies Create Policies that Work for Them

First, let’s look at a manufacturing company with 1000+ employees. Leadership did a deep dive into each role and its function within the company to come up with a remote/hybrid model that worked for them. They did not want a one-size-fits-all policy. The manufacturing workforce has to be on-site—their job simply requires it. Other roles within the company could be done on a partially remote schedule. They came up with a clear policy for each department and role.

This choice considers all factors. Whereas many manufacturing companies would prefer an easy to enforce blanket policy that simply brings everyone back on-site, this company allowed for a nuanced consideration of what productivity looks like across a diverse range of roles and how their worksite/remote policy can enhance their hiring capacity.

The next company is smaller. Three-hundred employees provide professional services in a culture that greatly values collaboration. This company understood the benefits to the recruitment and retention of top-quality candidates from all over the country by using a 100% remote model. But they came up with a genius plan for how to maintain the company’s strong collaborative culture and keep their employees connected. Periodically through the year they create a pop-up office somewhere in the US and invite employees who are in striking distance of the location to join members of their team for a week or two. The company provides hotel accommodations and reserves a conference/workspace in a hotel or conference center.

Their unique approach is hugely popular with their workers. They value the autonomy and flexibility of remote work but look forward to their in-person office opportunities to bond with colleagues and experience the higher energy of in-person work several times a year.

Takeaways

For too long, the decisions about remote or hybrid work policies decisions were based on entrenched biases and emotional reactions to something few people had much experience with. Fear of the unknown had executives and managers in turmoil. But, by and large, things worked out. Workers across the country proved to themselves and their bosses that they are adaptable, trustworthy, and committed, whether they are in the office or at their kitchen table. The success of remote work during the pandemic made all of us rethink how and where corporate work gets done.

When those remote/hybrid policy decisions are based on research and data, real conversations with people in your company, and how best to reach your long-range goals—the policies receive less pushback, are more successful, and engender trust.

RPI Selects New CFO

Tue, 04 Oct 2022 20:42:20 GMT

180one recently partnered with RPI and are proud to announce the executive placement of a new Chief Financial Officer. If you’re in need of executive search services contact the top retained search firm in the pacific northwest 180one.

At RPI, we serve customers through tangible, personalized products that inspire the world’s creators to share their best work. By leveraging the power of our e-commerce, custom manufacturing, and software services platforms, we produce high quality print products such as photobooks, cards, calendars, and wall art for consumers and creative professionals. We also have a rapidly growing SMB print products business, with a long-term contract providing tremendous growth and profit opportunity. At RPI, our work touches people and helps them share life’s special and most important moments every day around the world. Our - and therefore your - work matters, every day.

Top Five Pre-Employment Personality Tests (and What They Reveal About Job Candidates)

Tue, 27 Sep 2022 17:47:48 GMT

If you’ve ever conducted a candidate search or hired anyone, you know that there is no magic wand that can guarantee you’ll make the right decisions or that everyone you hire will click into place like a well-cut jigsaw puzzle piece. As the geographic boundaries and technological limitations that once defined hiring fall away, you have a potentially greater candidate pool than ever, with more tools at your disposal and endless professional research articles to guide you. All our innovations and increased options are supposed to make things easier, aren’t they? But sometimes hiring seems more complex and difficult than ever.

Enter the pre-employment personality test – personality inventories and screenings that help you learn more than ever before about your job candidates. A résumé reveals experience and skills, but what about the ineffable “cultural fit” and the alignment of values that are important to your company? What about personality factors that will make someone a great addition to an existing department or team? Or the best person to create an entirely new division within your company? References can help, as can interviews, but the idea of screening dozens of candidates early in the hiring process with a simple test is tantalizing for busy HR departments, hiring managers, and CEOs.

Pre-Employment Personality Tests for Hiring

Most of the pre-employment tests commonly used during the hiring process are personality inventories that are intended to reveal aspects of character, temperament, and work-related factors such as leadership, collaboration, and communication styles. Some hiring tests look at cognitive functions and processing speed.

The most famous personality test, Myers-Briggs, was developed specifically for use in HR departments, not for hiring, but for job placement and career development. This test is still widely used as originally intended, though increasingly in hiring as well. Other tests, such as the Wonderlic, were created as a hiring tool and have added significantly to the pre-hire personality test landscape.

Having data from a pre-employment test can support the interview process, as long as the hiring team is careful not to let personal feelings about personality types cloud their objectivity.

Top Five Pre-Employment Tests and What They Look For

Five of the most popular personality tests for employers are the Hogan Personality Inventory (HPI), the DISC assessment, Wonderlic Personnel Test (WPT), the Clifton StrengthsFinder, and Myers-Briggs Type Indicator (MBTI).

Hogan Personality Inventory – According to the Hogan website, the HPI “describes normal, or bright-side, personality,” revealing information about people when they are at their best. The five areas of focus are adjustment (emotional stability), openness to experience, sociability (level of extraversion), likeability (agreeableness), and conscientiousness. The HPI was created to predict job performance and they recommend its use in hiring, leadership development, and succession planning. Advertised as “the science of personality,” the HPI seeks to rapidly quantify aspects of human nature previously discernable only with the familiarity developed over time.
DISC Assessment – The letters in the name represent four personality indicators: dominance, influence, steadiness, and compliance (or conscientiousness), which blend and balance uniquely for every person. (Interesting fact: these same qualities were identified as the four humors by Hippocrates in c. 400 BCE.) Scoring the DISC Assessment involves plotting test-takers’ answers on a graph to determine the relative weight of each aspect of the personality. Employers use these results to assess how well employees will interact as a team, manage, and communicate. Knowing their own and their colleagues’ DISC type also helps team members build effective work and customer relationships.
Wonderlic Personnel Test – The Wonderlic assessment is more of a cognitive ability test than a personality test. Unlike other tests on this list, the WPT is a standardized, timed test of general intellectual ability used specifically for hiring purposes. It is promoted as a test that can reduce employee turnover by correctly identifying the best candidates prior to hiring, based on their motivation, processing speed, and cognitive strengths.
Clifton StrengthsFinder – The StrengthsFinder assesses behaviors and patterns of thought, categorizing them into themes. The 34 themes fall into four overarching categories: executing (e.g. achievement, consistency, and focus), influencing (e.g. competition, self-assurance, and command), relationship building (e.g. adaptability, positivity, and empathy), and strategic thinking (e.g. analytical, futuristic, and learning). Initially intended as a team-building tool, StrengthsFinder is being used to support hiring, specifically to discover how a candidate’s strengths work together and sync with the strengths of the team.
Myers-Briggs Type Indicator – Probably the most well-known personality assessment, it is also the most widely used in hiring. Test-takers fall into one of 16 personality types, indicated by the combination of four either/or pairs or groupings: introverted/extroverted, intuitive/sensing, feeling/thinking, and judging/perceiving. This test is helpful to both potential candidates and businesses seeking to hire. A MBTI personality type reveals what kind of career and work environment suits the candidate, and whether a candidate will align with workplace culture, job requirements, and expectations. When using Myers-Briggs for hiring, businesses are looking for how and in what capacity an individual will fit best.

Test to Hire – A Strategic Piece of Smart Recruitment

Personality tests for hiring are becoming increasingly common. These tools benefit both candidate and company by making it possible to begin the new relationship based on transparency about strengths and areas of challenge, and encouraging honesty on both sides.

A personality test can:

Paint a good picture of a candidate to reveal cultural fit
Show managers how a potential hire would fit and interact with the existing team
Encourage honesty in the interviewing process since these assessments do not have right or wrong answers
Help recruiters decide between two candidates with similar skills and experience
Encourage authentic job objectives for new hires based on what aligns with the strengths and weaknesses revealed by the test
Reveal ideal placement within a company, division, or team

There are pitfalls to be aware of. For example, when using a personality test for employee hiring:

Candidates may feel vulnerable to judgement about qualities and traits they have no control over.
You could screen out candidates who would actually be good hires.
The results may be flawed if the test-taker tries to anticipate desired answers rather than responding honestly.
The process may raise legal red flags around bias. These can be avoided as long as you can show the need for this kind of assessment and that you have not discriminated against anyone based on results.

Bottom Line

When pre-employment testing is conducted thoughtfully, these assessments can help businesses avoid discrimination in hiring, reduce turnover, increase loyalty, and recognize candidates who will align with the company’s culture, perform well, and find job satisfaction.

When looking for personality tests for employees and recruits, remember to determine what you want from the test, research your options thoroughly, and approach the process with complete transparency.

TimberHP Selects New CFO

Thu, 08 Sep 2022 17:19:25 GMT

180one recently partnered with TimberHP and are proud to announce the executive placement of a new Chief Financial Officer. If you’re in need of executive search services contact the top retained search firm in the pacific northwest 180one.

TimberHP by GO Lab will be North America’s first manufacturer of wood-fiber insulation – a suite of renewable, recyclable, carbon-sequestering insulation solutions for the building products market. With a two decade plus track record in the European market and nearly $1B in annual revenue, TimberHP is anticipating >$100mm in sales from its first facility and the possibility of five additional plants in the next 10-15 years.

In order to finance the construction and operation of its first facility in Madison, Maine, the TimberHP team assembled a robust $135mm package of investment and bond proceeds. Achieving this milestone was only possible through the efforts of many and in recognition of this truth, we are a company devoted to teamwork, commitment, transparency and growth. We have surrounded ourselves with like-minded investors, business partners and built sustainable relationships in our community with intentions to continue this approach with each new facility.

Interview Bias: How It Happens & How to Avoid It, Part 2

Fri, 02 Sep 2022 22:35:48 GMT

This article is the second in 180one’s two-part series looking at how your organization can avoid interview bias and improve your hiring processes. To read part one of this series, click here . To learn more about the best practices around Diversity, Equity and Inclusion (DEI) during the hiring process click here to read our recent article

Part II

Have you ever felt strongly within the first five minutes of meeting a job candidate whether she or he would be a good fit for the job? We’re social creatures, and it’s human nature to make a quick decision on whether we like someone, based on our own background and beliefs. Likewise, in a business setting, hiring managers can be powerfully and unconsciously influenced by their biases throughout the candidate selection and interview process.

Trying to coach your hiring team to completely let go of bias goes against human nature, but you can guide them on how to be aware of and diminish implicit biases. Then you can put your company resources toward de-biasing hiring procedures rather than mindsets, so that it is a lot harder for personal feelings to influence an objective assessment of the best candidate for the job.

Types of Interview Bias

First, to look at how you can de-bias your interview process, consider the most common types of interview bias you will need to tackle, as found by personnel psychologists and organization researchers:

“Like Me” Bias: When a candidate appears to be similar in style or personality to the hiring manager, and as a result, the hiring manager feels that candidate would be best suited for the job.

Halo/Pitchfork Effect: The Halo Effect happens when one positive characteristic of the candidate influences the entire interview process in favor of the candidate. The Pitchfork Effect happens when one negative characteristic overshadows the candidate’s overall qualifications.

Stereotyping Bias: Our inclination to hold an opinion about how a person will think or act because they’re a certain race, gender, religion or another characteristic.

Nonverbal Bias: When a candidate is assessed in a positive or negative light because of an observed attribute, such as body language or an aspect of physical appearance.

Negative Emphasis Bias: When the interviewer receives one piece of negative information and give it more weight than all the positives about a candidate.

Cultural Noise: The interviewer’s ability, or lack of, to distinguish between a candidate’s answer that is crafted to be more socially acceptable or on-trend rather than revealing their true belief or experience.

Contrast Effect: When a candidate with a stronger presentation style interviews after a weaker-style candidate, the stronger-style candidate may appear more qualified because of the contrast between the two.

(There’s more info on these common biases in Part I of our series, which you can find here. )

In a nutshell, if you think a candidate is or isn’t going to work based on your first reaction or stereotypes, you’re likely to look for reasons to hire or not hire. We find that some of our clients make a judgment based on a candidate’s current or most recent employer, commenting for example that “Their culture is very different than ours and they wouldn’t be a good fit here.”

For example, a candidate may currently be employed in an organization that has a reputation of being slow in decision making, and the hiring organization sees themselves as fast paced decisive. However, just because someone works at a company with a vastly different culture, it doesn’t necessarily mean that the candidate prefers this culture or can only work in that type of culture. The candidate’s current company culture might be a reason why they are looking to make a move.

Yes, these biases stem from human nature, but you can start to neutralize their impact before your candidates even walk through the door. And there’s good reason to make de-biasing a priority – recent studies of diversity in senior-level staffing in a variety of industries have shown definitively that a more diverse workplace is a higher-performing workplace.

For example – in their latest report, “Diversity Matters,” the global management consulting firm McKinsey & Company found that more ethnically diverse companies are 35 percent more likely to outperform their competitors, and that more gender-diverse companies are 15 percent more likely to outperform their competitors.

Strategies to Diminish Interview Bias & Diversify Your Team

You can begin de-biasing your process by readying your hiring committee for their resumé reviews and interviews. Create a preparation plan that highlights how to stay aware of diversity, equity and inclusion throughout the hiring process. That plan could include:

Briefing session: Your hiring manager can describe the company’s goals for the position, and how those goals tie to the diversity, equity and inclusion goals of your organization overall.
Self-Assessment: “Do I have bias?” can be a hard question to ask yourself, but it’s important to be self aware when participating in the hiring process. You can prepare your hiring team by providing research about implicit bias, and encourage them to do research of their own, such as watching this quick video series about implicit bias created by UCLA’s Office of Equity, Diversity and Inclusion.

A technique we at 180one recommend to mitigate bias is assembling a hiring committee, and picking a diverse team, including members from a variety of ethnicities, gender identities, and age groups who you know work well together. Assign each member or group of members a specific aspect or two of the candidate to focus on. This keeps interview team members in an objective frame of mind about the candidate.

For example, you could assemble a hiring committee of six, and break them into teams of two, which each focusing on two categories:

Team 1: Focus on the candidate’s executive leadership skills and business partnering.
Team 2: Focus on the candidate’s relatability to company culture and potential for good fit.
Team 3: Focus on the candidate’s technical ability to do the job.

With this technique, members of your hiring committee won’t wander into other areas in which there may be unintentional judgments that are not relevant to the job or the candidate’s readiness.

For the next step, personnel psychologists and management consultants recommend blind hiring to remove bias from the process and develop a more diverse candidate pool. You can use a search firm like 180one to prescreen candidate application materials with your hiring goals in mind, so you are not seeing any applicant data that may trigger positive or negative associations before a candidate walks through your door.

When you get to the interview stage, a structured interview that standardizes your questions and the order they are asked will significantly cut back on subjectivity. Personnel psychology research has shown that the more social exchange of an unstructured interview opens up the most opportunities for bias, yet predicts less than 15% percent of ultimate employee performance. You will get a much more objective picture of the candidate by focusing on questions that are skill-based and allow the candidate to explain how he or she would handle situations on the job.

During the interview, consider scoring or taking notes on the answer to each question right after it’s answered. Then after the interviews are completed, the feedback loop among your hiring committee members is very important: they can compare candidate answers side-by-side for each question and rank those answers under the hiring-focus categories your team has set. This systematic comparative evaluation also cuts back greatly on opportunities for biases to guide their impressions.

Companies invest significant time and money to attract the most qualified candidates for executive-level positions, and you want that investment in the hiring process to lead to selecting the most suited person for the job. Diversifying hiring committee assembly, preparing that committee with bias training, structured candidate interviews, and comparative evaluation of answers are smart steps to take in diminishing interview bias and choosing the best talent to serve your organization.

Sources cited: Harvard Business Review | McKinsey & Company, Inc.

Organically Grown Appoints New Vice President of Marketing

Mon, 29 Aug 2022 17:42:04 GMT

180one recently partnered with Organically Grown and are proud to announce the executive placement of a new Vice President of Marketing. If you’re in need of executive search services contact the top retained search firm in the pacific northwest 180one.

Founded in 1978 by a few gardeners, small-scale farmers, hippies, environmental activists and dreamers living near Eugene, OR, today Organically Grown Company (OGC) buys, aggregates and distributes fresh, organically grown produce to retailers and eaters across the Pacific Northwest region.

The organic produce industry is not for the faint of heart but will steal yours if you aren’t careful. We work really hard each and every day to bring the best organic produce to market from hundreds of awesome farms. Our aspirations are simple: To actively cultivate a diverse, sustainable and engaged organic trade from farm to marketplace. It’s through this mission that we continue to pursue our vision of an equitable and regenerative organic agricultural system for global health.

In 2018, we transitioned our ownership to a Perpetual Purpose Trust (PPT), whose main purpose is not to extract a profit, but rather to help us and other like-minded businesses fulfill our mission to serve sustainable food and agriculture communities. We look for people who share our passion for organic agriculture and sustainable business practices; who value teamwork, candor, transparency and an egalitarian workplace; and who engage others with joy and gratitude.

Our products are “just in time,” need careful handling and change by the season. Our coworkers embrace that challenge and strive to provide exceptional customer experiences while in pursuit of operational excellence. We do all this with gratitude, integrity, collaboration, resiliency and grit. We believe in doing things a little differently here at OGC and living our values authentically.

Hydra-Power Systems Selects New Director of Finance

Fri, 26 Aug 2022 16:35:58 GMT

180one recently partnered with Hyrda-Power Systems and are proud to announce the executive placement of a new Director of Finance. If you’re in need of executive search services contact the top retained search firm in the pacific northwest 180one.

Since 1970, Hydra-Power Systems (HPS) has specialized in the distribution of high quality hydraulic and pneumatic components and the design and manufacturing of Hydraulic Manifolds, Power Units and Custom Hydraulic Equipment. HPS provides products and services to customers in all industries including, but not limited to, industrial, marine, mining, agriculture, construction and forest products. With over 100 employees, HPS is headquartered in Portland, Oregon and has a regional office in Birmingham, Alabama.

Interview Bias: How It Happens & How to Avoid It, Part 1

Tue, 23 Aug 2022 22:26:08 GMT

This article is the first in 180one’s two-part series looking at how your organization can identify and avoid Interview Bias, and why it’s a vital consideration in hiring. Check back in Next Week for the next installment. Read a piece about the importance of good DEI practices here .

Part I

Have you ever interviewed a candidate who you clicked with right away? Have you ever interviewed a candidate who you felt in your gut wasn’t a fit the moment they walked in the door? Research by business consulting groups and institutions such as Harvard Business School consistently shows that many high-level hiring decisions are made based not on a candidate’s qualifications or capabilities, but rather on the hiring manager’s first impressions. These subconscious and subjective reactions to a candidate injected in the interview process are known as “interview bias.”

180one is kicking off the new year with a two-part series to help your organization identify and avoid the pitfalls of interview bias, and to dig into evaluation and interview techniques that greatly diminish bias.

How Bias Can Work Its Way Into the Hiring Process

From the first look at a resumé’s language to the opening moments of a first meeting, interview bias will often derail an objective evaluation of a prospective employee. It’s human nature to bring our own background and biases to a first meeting in the professional environment, just as we do in a social setting. However, unconscious biases can lead to social categorizations that influence how a hiring manager or team land on their top candidate – these categorizations are often not logical, and, at times, not legal.

In working with our clients, we’ve found that hiring managers may read something on a candidate’s resumé before he or she has even met the candidate that influences their perception of the quality of the candidate. This sometimes leads them to begin looking for reasons to hire or not to hire.

Companies invest significant time and money to attract the most qualified candidates for executive-level positions, and that investment in the hiring process should lead to selecting the most suited skill set of the pool. Personnel psychology researchers have found, however, that the social exchange of interviews, while still the most widely used form of candidate assessment, predict less than 15% percent of ultimate employee performance yet open up the most opportunities for bias. (For a deep dive on this, here’s a recent study by renowned researcher Frank Schmidt.)

Types of Interview Bias

What are the most common types of interview bias? Management and organizational researchers have repeatedly observed several biases common across many industries that can have a negative impact on choosing the most qualified candidate for the job.

“Like Me” Bias: It’s human nature to think highly of someone who has a similar mindset or personality to your own, and “Like Me” bias can easily happen when a candidate appears to be similar in style or personality to the hiring manager – as a result, the hiring manager feels that candidate would be best suited for the job. An example is when a candidate attended the same school as the person evaluating their resumé, and/or majored in the same field of study, it’s determined that candidate must be qualified.

Halo/Pitchfork Effect: The Halo Effect happens when one positive characteristic of the candidate influences the entire interview process in favor of the candidate. For example, a candidate has a degree from an Ivy League university, so the assumption is made they must be highly competent.

The opposite of Halo is known as the Pitchfork Effect, when one negative characteristic overshadows the candidate’s overall qualifications. For example, when we are reviewing candidates with our client, we see the Pitchfork Effect come up when a hiring manager states their company hired someone from ‘X’ organization in the past, and people who come from ‘X’ organization don’t fit their company’s culture.

Stereotyping Bias: This is our inclination to hold an opinion about how a person will think or act because they’re a certain race, gender, religion or another characteristic. One of the most prevalent stereotypes is that a female candidate with small children will require flexibility in their work schedule.

Nonverbal bias: Nonverbal bias occurs when a candidate is assessed in a positive or negative light because of an observed attribute, such as body language or an aspect of physical appearance. Examples of this include style of dress, weight, speech patterns, eye contact, or mannerisms such as the firmness of a handshake.

Negative Emphasis Bias: When the interviewer receives one piece of negative information and uses it as a base for entire hiring decision. People have a natural tendency to give negative information more weight than positive information.

When a hiring manager collaborates with a recruitment firm like 180one to address the many potential pitfalls of interview bias, the search consultant can help unpack and unwind assumptions made about a candidate and arrive at a much more objective ranking.

In Conclusion

Interview bias is a broad topic to explore, so we’re digging into it in two parts. In our second article in the series, we’ll discuss the importance of overcoming common biases, and look at tactics for building a more diverse employee group. A dynamic mix of races, genders, and points of view in the workplace is incredibly valuable for improved productivity and creativity, as research has shown that diverse teams consistently outperform more homogenous teams. For more insights check back for Part 2 of series on bias. While you're at the Water Cooler read another article about ways to improve your hiring processes entitled "Diversity and Inclusion in Recruitment - Five Best Practices."

Diversity and Inclusion (DEI) in Recruitment - Five Best Practices

Tue, 16 Aug 2022 17:33:59 GMT

Where does your company stand on diversity, equity, and inclusion (DEI)? Given the ever-growing evidence-rich body of research about the benefits of committing fully to principles of DEI, it is undoubtedly front and center on your radar screen. How do you move forward in your DEI goals?

The last thing any company wants is to be perfunctory in its attention to diversity, equity, and inclusion. When something important starts to catch on, it can be dismissed as a media “catchword” pigeon-holed as a “fad.”

As you know, DEI is neither.

It is how a successful business defines its internal culture and its forward-facing mission and vision. It encompasses every part of the business of doing business, from hiring to promotion, from strategy to implementation, from product development to sales.

D is for diversity – the presence of a wide range of differences within your team. These could include race, gender, ethnicity, sexual orientation, age, socioeconomic status, disability, religious or political perspectives, and more.
E is for equity – which encompasses fair processes and procedures, an expectation of fairness, and an equitable distribution of resources. It ensures that everyone on the team can contribute fully, without facing disparities or roadblocks in place due to implicit cultural bias.
I is for inclusion – more than integration, inclusion is not simply the presence of diverse employees, but their welcome presence. If your diverse hires are not just expected to participate fully in decision making, planning, and strategy, not simply offered an invitation to do so, but they actually do – then you have mastered inclusion.

How do you incorporate inclusive hiring practices into your organization and become an inclusive recruiter?

Inclusive Recruitment Shifts Corporate Culture

In an article published by The Harvard Business Review in 2018, the authors talk about the fact that culture is shared, pervasive, enduring, and implicit. As a result, culture changes only slowly without a concerted, focused effort to bring the goals for company culture to light – making them explicit and intentional.

Thus, hiring is one of the best ways to begin shifting the culture of your company in meaningful ways. This involves recognizing the benefits of a diverse workforce, implementing inclusive hiring practices and equitable recruiting strategies, and ensuring that these goals are understood by everyone in the organization.

Diversity and Inclusion Recruitment Best Practices

Businesses that want to implement diversity, equity, and inclusion need to invest the energy and time to ensure diversity in recruitment, equitable hiring practices, and inclusive messaging throughout the process. A truly equitable hiring process will take more time and energy because it must eliminate any shortcuts previously relied on, turning to less traditional sources. Rather than thinking of your candidates as existing in a funnel or a pool, try to see a wide open ocean of qualified candidates for your diverse hiring.

How does your company ensure a successful DEI hiring process? We’ve identified five practices to get you started.

1. Educate the organization. This includes everything from bias training to education about the importance of inclusive hiring practices. This is not just a few half-day seminars, but a systematic process of consistently engaging in conversations about organizational culture and the importance of diversity, equity, and inclusion to the company’s future. This cultural shift has to begin with leadership. Nothing substantive will change without the commitment of those at the top to DEI principles.

Sometimes all it takes is some solid data to get people’s attention. We know that DEI affects workplace satisfaction, employee retention, and the bottom line. A Deloitte survey found that 80% of respondents said that inclusion is an important factor in saying “yes” to a job offer, and 72% said they’d consider leaving their current job in favor of a more inclusive workplace. Additionally, a 2015 study by McKinsey and Company found that companies “in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above their respective national industry medians.” For gender it’s 15%.

2. Understand your numbers. Without knowing what the numbers say, you will be flying blind. Crunch the numbers within your organization regarding diversity – race, gender, ethnicity, sexual orientation – the top diversity factors you want to prioritize. Where are you now? What numbers make sense given the data within your industry? How do you want the numbers to change regarding gender, ethnic, or racial diversity, and on what timeline? It’s also important to be informed about the numbers within your candidate pool. For example, if you are looking to fill a leadership position in engineering, determine what percentage of leaders in that field are diverse. Then set your sights on a pool of candidates that exceeds that percentage.

Many large companies will not even begin the interview process until their candidate pool has a minimum of 25% diversity representation. Without the numbers driving your hiring process and decisions, you’re less likely to hit your aspirational goals.

3. Job descriptions that are inclusive. In 2019, ABC News reported on a Hewlett Packard study that found that women reliably apply only to jobs for which they meet 100% of the listed criteria, whereas men will apply if they meet only 60%. To avoid gender bias, consider emphasizing transferable skills and experience and being less specific in requiring skills that can be taught on the job.

Some things to consider in rewriting job descriptions to be more gender neutral: eliminate words that can be construed as gender-coded such as aggressive, competitive, driven, or outspoken.

Racial bias, like gender bias, is most often implicit, and thus recruitment professionals who acknowledge the importance of inclusive hiring can and do unwittingly perpetuate that bias. Start with avoiding phrases like “cultural fit,” using words like “values” and “vision” instead. Unless the job requires top-level language skills, avoid deterring qualified non-native speakers by skipping phrases like “strong English language skills.”

4. Screen in, not out. One of the best ways to increase your diverse candidate pool is by using the inclusive strategy of “screening in.” The traditional path of businesses considering talent exclusively from within their own industry or with a certain number of years of experience often limits options when one of the priorities is diversifying candidates. To meet all your hiring goals, rethink your skill “must haves” and look for transferrable skills and evidence of a growth mindset. According to the World Economic Forum, “54% of all employees will require significant reskilling and upskilling in just three years.” Since learning is part of excellent performance anyway, why not screen in for learning capacity rather than screening out for lack of specific skills or industry experience? In your interview process, ask industry-agnostic questions to screen in, rather than out.

5. Mitigate bias. One of the best ways to reduce bias from the hiring process is to be more deliberate, base candidate assessments on objective criteria, and make sure the process is replicated precisely for all candidates. This approach often has more success than some of the quick-fixes marketed for bias-reduction. For example, there is solid evidence that blind résumés often work well, but sometimes removing candidate names fails to eliminate all evidence of race or gender, and algorithms that focus on historical data can’t eliminate historical bias that impacts a candidate pool for generations. See 180one post on interview bias for more insight.

Ensure Your DEI Values Are Reflected in Your Outcomes

In a significant study conducted at Wharton, researchers Judd B. Kessler and Corinne Low found that when they “peek[ed] under the hood of big prestigious firms, … [they] found a surprising amount of race and gender bias given that these firms claim to be seeking diversity.” They go on in a report titled “How Companies Committed to Diverse Hiring Still Fail” published by the Harvard Business Review, to say, “To answer the call of the current moment, firms need to take a hard look at their hiring processes and face up the fact that they may not be as diversity-loving in practice as they are in intention.”

The answer to, “How to recruit a diverse workforce?” is not a simple one, and it requires time and effort, but the result is a healthier culture and a more effective and committed workforce. Start at the top. Your intentions are good; now you need the tools and resources to shift your process so you can start to see results.

FirstMile/Ship Network Select New Vice President of Human Resources

Fri, 22 Jul 2022 17:17:01 GMT

180one recently partnered with FirstMile / Ship Network to help them identify and select a new Vice President of Human Resources. Interested in learning about our other opportunities click here .

Rakuten is finalizing a divestiture of two companies, FirstMile and Rakuten Super Logistics (name is changing to Ship Network) and is being acquired by members of the existing leadership team. With over 400 combined full-time employees and at the direction of senior leadership team, both FirstMile and Ship Network are positioned for exponential growth within the third party logistics industry.

Ship Network (formerly Rakuten Super Logistics) is a national leader in ecommerce order fulfillment and freight brokerage. With Headquarters in Las Vegas, NV, Ship Network’s nationwide network of fulfillment centers (12 locations and growing) allows leading ecommerce retailers to reduce shipping costs, improve order accuracy, decrease shipping times, and increase customer satisfaction. Ship Network’s state-of-the-art technology and cloud-based fulfillment platforms fully integrate with major ecommerce platforms including: Shopify, Amazon, Magento, Walmart Marketplace and eBay.

FirstMile specializes in complete front-end solutions for domestic and international shippers in E-commerce and direct to consumer industries. With Headquarters in Salt Lake City, UT, FirstMile provides a unique approach for small, medium, and large ecommerce shippers to get the best combination of price and service across a wide network of United States Post Office workshare partners, as well as their own shipping services, resulting in a streamlined solution for their customers. FirstMile ships to over 220 countries globally, with 50 – 50,000 shipments per day.

Posted on: July 22, 2022

Disclaimer- Rakuten Super Logistics is Now ShipNetwork Under New Ownership

Siemens Selects New Revenue Accounting Leader

Tue, 05 Jul 2022 20:48:18 GMT

180one recently partnered with Siemens to help them identify and select a new Director of Client Services. Check back soon for more details!

#TodayMeetsTomorrow

Siemens is a global technology powerhouse focusing on intelligent infrastructure, automation and digitalization and intelligent mobility solutions. Siemens technologies help decarbonize sectors that today account for nearly three-quarters of global greenhouse gas emissions. By combining the real and the digital worlds, Siemens empowers customers to master their digital transformation and sustainability challenges.

With over 300,000 employees and €62BN in revenue, Siemens is a focused technology company with four strategic priorities:

Customer Impact - We anticipate what our customers need before they even know they need it.

Technology with a Purpose: Innovative technology has been at the core of Siemens for more than 170 years and it will remain at the core of the future we’re building.

Empowered People: Driving progress by empowering our customers, partners and employees.

Growth Mindset: Rather than make yesterday last, we are committed to building tomorrow – by learning and being open to change.

Siemens is made up of several business divisions with the Digital Industry division focusing on software, factory automation, motion control, process automation, and customer services.

Digital Industries Software is the global market leader in the industrial software industry with a presence in 35+ countries and ~20,000 employees worldwide generating €4.1BN in annual revenue. Digital Industries Software develops a comprehensive and integrated portfolio of software and services for electronic and mechanical design, system simulations, manufacturing, operations and lifecycle analytics, thus enabling companies to digitalize and integrate their entire industrial value chain. Customers include SpaceX, Qualcomm, GM, P&G, Northrop Grumman, and many more.

BASCO Selects President

Fri, 01 Jul 2022 17:02:17 GMT

180one recently partnered with BASCO and are proud to announce the executive placement of a new President. If you’re in need of executive search services contact the top retained search firm in the pacific northwest 180one.

Our Company was founded by the Cronin family of Portland, Oregon who have been in business in the Pacific Northwest since 1878. Now a fifth-generation family-operated business, BASCO Appliances is Oregon’s premiere appliance retailer. BASCO has two showrooms, one located in the heart of Portland’s Pearl District, and one located in Lake Oswego, along with an Outlet Store. Each showroom features over a dozen live kitchen appliance displays where customers can inspect all of the working features. We carry over 60 brands including Viking, Thermador, Dacor, Miele and much more, plus BASCO is Oregon’s largest Wolf-Sub Zero-Cove dealer with many models currently on display in our showrooms.

BASCO is the choice for homeowners undergoing a remodel, and for the building community serving the upper end markets.

Impel Welcomes New Chief Financial Officer

Fri, 24 Jun 2022 23:06:15 GMT

180one recently partnered with Impel and are proud to announce the executive placement of a new Chief Financial Officer. If you’re in need of executive search services contact the top retained search firm in the pacific northwest 180one.

Congratulations to the entire Impel team and this new placement!

Rain The Growth Agency Welcomes Chief Financial Officer

Wed, 22 Jun 2022 21:13:44 GMT

1 80one recently partnered with Rain, The Growth Agency and are proud to announce the executive placement of a new Chief Financial Officer. If you’re in need of executive search services contact the top retained search firm in the pacific northwest 180one.

Proudly independent since 1998, Rain has helped countless brands experience transformational growth. We have a unique POV and a proven methodology for scaling DTC businesses. We call it Transactional Brand Building – because it delivers on sales and branding goals simultaneously, without compromise. While Rain is based in Portland, Oregon, we have embraced a remote work environment that promotes collaboration through office Pop-Ups, events, and celebrated core values.

Hyphn Welcomes New Director of Client Services

Mon, 20 Jun 2022 17:28:15 GMT

180one recently partnered with Hyphn to help them identify and select a new Director of Client Services. Check back soon for more details!

Hyphn is a workplace design and consulting company, specializing in workplace interiors, workplace consulting and workplace technology integration. Our services help our customers transition into the future of work, better engage their employees and make better informed decisions about their workplace. Make an immediate impact on an exciting and rapidly growing team that is at the leading edge of workplace solutions. In this position, you will apply your expert sales leadership and strategic business planning experience, methods and techniques in world-class commercial spaces.

HYPHN CORE VALUES:

WE’RE ONE TEAM

Our best results are not created by a lone team member, but by a well practiced and aligned team - one team, one dream! When we’re inspired to seek a fresh perspective or view our task through a teammate’s lens, everyone wins. We harness the power of team to push each other to grow, to hold each other accountable, and to pick each other up, reminding each other that we’re better together.

WE’VE GOT YOU

Bring us the most complex or delicate project you have, and we’ll collectively say, “on it.” We serve and advise our clients with expertise, proactiveness, integrity, and creativity. Together, we all rally around the notion that we’re not satisfied until our clients are taken care of. And when our clients hop on a call or walk through our doors, they can truly feel that we’re partnered for success.

WE NEVER SETTLE

What we offer has evolved far beyond our industry’s benchmarks —we’re our clients’ strategists, advisors, and consultants on all things space. And we’re not done. We believe in challenging ourselves, taking risks, innovating, breaking molds and failing forward everyday. We will never stop learning, growing and getting better, because we know success doesn’t stand still.

WE LOVE TO LAUGH

Work shouldn’t be a drag, life is too short. It’s one of our greatest points of pride that we can bring our whole selves to work, our curiosity, belly laughs, goofy energy, and a sprinkle of self-deprecation (all in good fun of course). Work can be hard, deadlines can be stressful, patience can run short, but don’t worry we can count on each other to keep perspective and bring the fun (bucket) to work.

WE BUILD COMMUNITY

Our mission is to improve the world one workspace at a time, but it’s our values that empower us to make a much broader impact in our communities. We are here to support each other, protect our environment, and help out our neighbors. We are impelled to give of our time, energy, and resources to improve the world we are a part of, knowing we make a difference.

Schnitzer Welcomes New Senior Director, Assistant Treasurer

Mon, 13 Jun 2022 20:37:21 GMT

180one recently partnered with Schnitzer and are proud to announce the executive placement of a new Senior Director, Assistant Treasurer. If you’re in need of executive search services contact the top retained search firm in the pacific northwest 180one.

Since the founding in 1906, Schnitzer has grown into a global leader in sustainable manufacturing of recycled materials through a combination of organic investments and acquisitions which provide state-of-the-art processing, manufacturing and information technologies. Today Schnitzer operates more than 100 facilities across the United States, employ over 3,000 people, and export their products worldwide.

Publicly traded (NASDAQ: SCHN) and a Fortune 1000 company, Schnitzer has been recognized globally as one of the world’s most ethical companies and won numerous awards for their sustainability and recycling efforts.

Cerevasc Welcomes New Clinical Trials Manager

Mon, 18 Apr 2022 17:07:46 GMT

CereVasc is a medical device company focused on the development of novel, minimally invasive treatments for patients with neurological diseases. The Company’s first product, the eShunt™ System, has been developed to treat hydrocephalus, a potentially life-threatening disease also known as “water on the brain.” The eShunt System has the potential to disrupt a 60-year-old standard of care that is fraught with high failure and complication rates that typically result in patients requiring multiple revision surgeries over the span of their treatment.

Developed by two world-renowned neurosurgeons at Tufts Medical Center, the eShunt System is delivered endovascularly and avoids the need for invasive surgery, extended hospitalization, and post-procedure pain management typically associated with the current surgical treatment of hydrocephalus by using conventional shunt devices.

The eShunt System will address a $5 billion market opportunity with a novel alternative to conventional treatments, and has the potential of positively impacting the lives of more than 400k hydrocephalus patients in the US and EU. Conventional treatment possesses a failure rate exceeding 40% by the 2nd year after shunt placement, with each failure requiring patients to undergo additional surgeries.

CereVasc is currently active in first-in-human clinical trials of the eShunt System and soon to be subsequent U.S. clinical studies, and needs a Clinical Trials Manager to support in managing the execution of its clinical trials.

About the Position

Reporting to the VP of Clinical Development, the Clinical Trials Manager (CTM) directs and oversees clinical activities for new and ongoing clinical trials. The CTM performs study start-up and execution activities in a timely manner and in compliance with local and applicable country specific regulatory requirements. The CTM must have excellent written and effective verbal communication skills, proficient in project management, able to work in a fast-paced environment, and comfortable interacting with consultants and contractors.

Responsibilities

Support all aspects of clinical development and trial management to support company objectives.
Establishing and ensuring execution of clinical trials in accordance with applicable regulations including: writing clinical trial documentation; preparing submission files to relevant parties; site identification, qualification, initiation and follow-up with study sites as needed; oversee monitoring of clinical trials; contributing to clinical study reports; closure of clinical studies.
Support completion of site clinical study contracts and budgets and tracking of associated study costs.
Collaborating with other departments to ensure relevant review and representation of clinical data.
Management of individuals, including consultants and contractors, establishing and ensuring follow-up of clinical studies in accordance with applicable regulations
Providing trainings dedicated to good clinical practices as needed with sites and other study personnel.
Ensuring continuity of clinical investigation vigilance when required.
Coordinates clinical activities with CROs, Notified Body, FDA, IRBs, ECs and outside consultants to ensure that all clinical requirements are satisfied.

Preferred Qualifications & Experience

Undergraduate degree or its international equivalent in a clinical, science, or health-related field from an accredited institution preferred, a liscenced health-care professional (i.e. registered nurse); or equivalent work experience.
7+ years of clinical research experience preferred, including at least 4 years’ experience in clinical trial management preferred.
Read, write and speak fluent English.
Experience in managing complex trials or global trials preferred.
Excellent knowledge of Good Clinical Practices and associated guidance.
Excellent written and computer skills.

Work Environment

Remote, ability to travel periodically as needed.

Interested in learning more? 180one is assisting CereVasc in this search. If interested in learning more about the opportunity, please contact Lisa Heffernan at 180one (971.256.3076 / Lisa@180one.com )

Warn Automotive Has Selected a New Director of Supply Chain

Thu, 31 Mar 2022 17:12:01 GMT

1 80one recently partnered with Warn Automotive and are proud to announce the executive placement of a new Director of Supply Chain. If your organization is in need of a nationwide executive search, contact the top retained search firm in the Pacific Northwest, 180one.

Warn Automotive’s mission is to deliver safety, freedom, and adventure by innovating and collaboratively building the world’s most efficient 4WD and AWD systems. Our customers range from startup electric OEM’s to the world’s largest automotive OEM’s. Products include basic mechanical and sophisticated electronic solutions, all integral parts in sought after platforms. Warn Automotive, is headquartered and manufactures products in Portland, OR with a presence in Detroit, MI through our Tech Center. New technology and vehicle platform wins are growing and driving significant investment in the business. It is a very exciting time at Warn Automotive and our dedicated team of employees are passionate about succeeding. We are looking for the right experienced executive to be part of our transformation, drive successful change across operations, and lead our team in a way that encourages the highest performance.

Dover’s Vehicle Service Group (VSG) is the global leader in vehicle service equipment. It is one of the founding companies of Dover Corporation, an eight billion dollar diversified global manufacturer. VSG consists of fifteen leading vehicle lifting (Rotary, Forward, Blitz, Ravaglioli etc.), collision repair (Chief), wheel services, diagnostics (Butler, Rotary, Chief and Ravaglioli) and tier-one automotive brands (Warn Automotive) with operations worldwide, including regional business operation centers and large manufacturing facilities in the U.S., Europe and Asia.

Sawstop Selects New Director of Advanced Development

Tue, 01 Mar 2022 18:21:24 GMT

180one proudly announces our successful collaboration with SawStop, resulting in the placement of a Director of Advanced Development.

As a global leader in premium table saws and accessories, SawStop is renowned for its technology-differentiated approach, particularly its pioneering Active Injury Mitigation (AIM) system. Developed by Dr. Steve Gass, a woodworker with a Ph.D. in physics, AIM detects user-blade contact and deploys a brake in under 5 milliseconds, preventing serious injuries.

Founded in 2000, SawStop has revolutionized the industrial table saw market, with over 120,000 saws in the field and a remarkable record of saving over 5,000 fingers. Acquired by TTS Tooltechnic Systems in 2017, SawStop continues its commitment to innovation and safety, aligning seamlessly with Festool's precision high-tech products.

Congratulations to the SawStop and Festool teams on securing a Director of Advanced Development! For top-notch executive search services in the Pacific Northwest, contact 180one.

Papé Group Selects New Chief Information Officer

Thu, 24 Feb 2022 18:34:59 GMT

180one recently partnered with Pape to help them identify and select a new Senior Director of Product Development. Check back soon for more details!

A Little 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 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 continue to drive our success and that of our customers. It’s a promise E.C. Papé made over 80 years ago – a commitment we intend to keep.

180one's Year in Review: 2021

Tue, 15 Feb 2022 23:38:26 GMT

Each year, 180one presents the Year in Review, sharing our insights about the overall market and recapping the work we did with our clients throughout the year. To explore what we saw in years’ past, check out the Year in Review section of The Water Cooler!

Hindsight is 2020 or 2021? While it might seem that 2021 was the fraternal twin to 2020 as the world seemed to be dealing with the same issues, a couple of new trends or questions emerged to take note of with respect to talent.

Where did all of the employees go? Theories ranged from the scarcity and increased cost of childcare for our kids learning remote outpaced wages, employees are being paid to stay home through unemployment benefits, or employees decided to retire early. What we do know is that in November 2021 – 4.5 million Americans quit their jobs, we lost 1.8 million females from the workforce during the pandemic, and the “participation rate” in the US has been on a declining trend for over a decade.

All of the talk in 2021 was about the Great Resignation, which we saw, but now that has transitioned to the Great Reevaluation. Professionals have shifted their priorities from career to family focused, and in a recent survey, 50% of Americans are reevaluating their lives, and 78% of women are wanting more flexibility in their work schedule for family matters.

What does this all mean to our clients? The market for talent will continue to be tight as the past 2 years has created new work habits for employees and they are not willing to give them up just to go back to the same job for the same benefits. For those organizations who want to be on the winning side of the War on Talent, providing increased flexibility as to where (and when) your employees work, could be the competitive advantage they’ve been looking for. Not every organization or role can offer this type of arrangement for a variety of circumstances, but for those that can, perhaps 2022 will be the better-looking sibling to the 20/21 twins.

Take a look back at 2021 with us in our Year in Review.

Relocating to Portland

Fri, 11 Feb 2022 17:25:57 GMT

The Perks of Living in the Largest City in Oregon

With the abundance of craft beers , innovative cuisine , lush outdoor spaces and bike-friendly cities , it’s no wonder that Oregon was the top destination for people moving out-of-state in 2017, and has been a top contender for years.

Proximity

Whether you’re in the mood to hike, ski, camp, fish or perhaps even spend a day in wine country sipping on Oregon’s finest Pinots, Portland’s location offers easy access to a plethora of activities.

Fun, Unique Neighborhoods

NW 23rd – Discover boutique shopping, great food choices, and an eclectic mix of shops and services to satisfy any need.

Alberta – Independent and diverse, this Northeast Portland neighborhood is full of art, shopping and a plethora of dining options.

Laurelhurs t – A neighborhood of vintage homes and undulating streets surrounding a park of the same name, straddling the NE and SE sections of Portland.

The Pearl – Reclaimed warehouse spaces house The Pearl’s many bars and restaurants, from craft breweries and artisan coffee shops to fine dining mainstays.

Downtown – From the theaters and museums of the Cultural District to parks that play host to festivals and farmers’ markets, downtown puts a wide range of entertainment within easy walking distance.

East Moreland – An early-twentieth century, tree-lined quiet neighborhood in inner Southeast.

Food / Beer / Wine

Portland is a no-brainer when it comes to popular destinations for beer lovers. The city has the Pacific Northwest advantage of access to the best ingredients (we’re talking water, hops, malt and yeast…all of them), and houses close to 60 breweries. Popular spots include Hopworks Urban Brewery, Breakside Brewery and Cascade Brewing. It’s hard to walk anywhere in Portland without seeing a fun spot to grab a nice craft beer.

As for food, the list of fun, delicious and innovative restaurants could go on forever. Notable Portland favorites, though, come from John Gorham, one of Portland’s most celebrated restaurateurs . His restaurants are well known for their American-European and Middle Eastern flair, as well as their party-like atmosphere. Each is a unique experience and well worth a visit! You can learn more about the chefs and the restaurants here .

Shopping

There is no Sales Tax in Oregon so… go for it!! Whether you’re in the mood for boutiques (NW 23rd , or The Pearl, to name a few), or mall shopping (outdoor: Pioneer Place; indoor: Lloyd Center), you will not be disappointed by all of the awesome Portland shops.

Sports

Portland loves its sports!

Men’s Professional Soccer: Portland Timbers – 2015 MLs Champs. Sit in the Army section if you’re feeling energetic!

Women’s Professional Soccer: Portland Thorns – Throw on some red, grab a beer and cheer on the 2017 champions.

Men’s Professional Basketball: Portland Trail Blazers – Always great energy at the Moda Center when the Blazers are in town!

Weather

The Rose City’s reputation as a dreary place where it never stops raining is often the only frame of reference non-local candidates have when we first talk with them about Portland.

While there are a few rainy months in Portland, the average annual rainfall is about 36 inches , which is about half of the average annual rainfall for the top 10 rainiest states. And the weather is getting better every year, with mild winters and summers that make enjoying the spectacular outdoor landscapes surrounding Portland even easier.

We still recommend that candidates pick up a sturdy rain jacket when they relocate to Portland, but the weather should not be a barrier to getting here.

Portland locals have a saying – “there is no such thing as bad weather…just bad rain gear”.

Cost of Living

Along with the question about compensation often comes a follow-up about the area’s complete cost of living. At 10% above the national average , Portland’s cost of living has earned a bit of a bad reputation, especially among candidates from Midwestern cities.

Candidates may have to pay more for a cup of local coffee or a slice of pizza if they move to Portland, but after speaking to someone who actually lives here, people quickly realize that the city is more affordable than some statistics seem to imply.

When the topic of compensation arises, often in the context of concern, we ask candidates about how they invest in their quality of life.

Portland often ranks among the top cities to live in based on quality of life, with good reason: It’s one of the most environmentally friendly cities in the world with one of the best public transportation systems in the country . It’s surrounded by natural beauty, with mountains , forest trails and coastal beaches only a short drive from the metro area. And with flourishing food , beer , music , arts and sports scenes, there really is something for everyone.

Once non-local candidates hear about the lifestyle in Portland, compensation becomes less of an obstacle to bringing them out here.

Tax Structure

While Oregon has an income tax of 8.5%, it is offset with ZERO sales tax and lower property taxes as compared to its peers on the west coast. In a variety of studies, Oregon has ranked in the top 3 fairest tax systems.

The national average for state and local taxes as a share of income is 10.4%, where Oregon sits below the national average at 10%.

Property taxes are based on assessed value of the property and based on voters passing Measure 50, when a home sells, the value is not reassessed. In addition, Oregon does not have an excise tax on homes sales as compared to its neighbor to the north with an average tax of 1.28% of the sales price.

Exciting & Growing Businesses

Despite the small-city, Portlandia-inspired perception, Portland is home to thousands of thriving businesses that span a variety of key industries , including software, technology and manufacturing. Recently, Portland has developed a reputation as a “no-brainer” city for big tech companies such as eBay , Salesforce , Autodesk and Airbnb to open up satellite offices.

Many footwear and apparel companies call Portland home including Nike , and Columbia Sportswear , along with Adidas ’s North American headquarters.

The tech scene has never been more promising, with organizations such as Puppet Labs , Wacom Technology , Jama Software and Exterro choosing to remain in or move their operations to Portland. New start-ups are garnering the attention of investors every day, and growth opportunities abound.

In addition to footwear and technology, Portland has a reputation for fostering premium food brands such as Kettle Chips , Tillamook Cheese and Dave’s Killer Bread that are quickly becoming household names around the country.

In Conclusion…

With its mild climate, beautiful seasons, and easy access to a variety of topographies, Portland has so much to offer, and we are lucky to call this city home!

Check out 180one’s other posts about Portland!

Leatherman Tool Group Selects New Senior Director of Product

Fri, 04 Feb 2022 18:44:08 GMT

180on e recently partnered with Leatherman to help them identify and select a new Senior Director of Product Development. Check back soon for more details!

About the Company

We invented our category, and we make what we sell. We employ over 550 people in Portland, OR where we are headquartered, and where we also manufacture, package, and ship all our products from. We buy steel from Ohio, bring it to the east end of our building, and then ship our tools to 80 countries around the world, from the west end of our building.

We create products that prepare you for the expected and the unexpected and unlock your potential to empower you to be part of your own epic tale of triumph. We facilitate epic tales of triumph not only through our products, but also through resulting relationships, careers, community, and social responsibility – environment, fair trade, and Diversity, Equity, and Inclusion.

LTG Guiding principles:

Dominate multi-tools (in product excellence and revenue)
Make what we sell (in Portland, OR)
Privately held – in the Leatherman family (debt free)
A great place to work for committed employees

Leatherman’s Manifesto: We believe we are here to empower people for whatever life throws their way. Regardless of who you are, we believe that with the right tools in hand, anyone can achieve greatness. We believe we can make significant contributions to the world through innovation, so we value perseverance in our work and ingenious design in our products. We believe in growing and supporting our most valuable asset – our employees. That’s why we believe in integrity and authentic collaboration, which instills trust in one another and allows us to create global solutions that our competitors cannot copy. We believe in self-honesty and humility, which fuels change and growth from our failures.

And when we reflect these values, we believe we’re building a thriving culture that celebrates diversity promoted personal and professional growth, develops respect for one another, and cultivates a community that can solve any problem.

About the Opportunity

In direct support of LTG growth goals the organization has added a new role, Senior Director of Product, reporting directly into the CEO and a participant on the organization’s senior leadership team. In addition to standing up a new internal strategic product function, this position will be responsible for the design, implementation, and leadership of comprehensive product line strategies for targeted industries, including identification of opportunities, market needs, product roadmap, product solutions, market potential and sales potential.

This is an exciting opportunity for someone who is energized by:

Articulating opportunities and insights that we can act on gathered through research, consumer testing and observations.
Collaborating with internal and external stakeholders and subject matter experts for opportunity identification, definition, and prioritization.
Serving as the global expert of targeted industries, maintaining current knowledge of Leatherman’s consumers, markets, and competition.
Leading innovation that is both relevant to and supportive of our brand values.
Developing strategies for product, pricing, market entry, and management of products in the NPD Process from Strategy through Post-Launch evaluation to meet corporate objectives for revenue, profit, and brand.

This new addition represents a critical investment in LTG’s strategic growth plan. Come make an impact with a premium brand, category inventor and dominate leader.

Essential Functions

It is essential for all employees to adhere to Company policies.

Applies business acumen to maximize the units sold, revenue and profit from our existing categories while supporting our brand values.
Identifies and prioritizes consumers segments that we should target for new products.
Identifies consumer needs that are valuable and relevant and feasible to address with our resources.
Articulates consumer needs in a way that enables our design, engineering, and manufacturing teams to be able to innovate solutions.
Develop and lead the product line strategy for targeted industries including price positioning and product development in market segments and channels.
Successfully implement product plans to achieve industry objectives and strategies.
Develop and implement market segmentation strategies and plans.
Lead the process for product ideation and opportunity identification.
Works with cross-functional colleagues to anticipate and resolve priority challenges
Lead the process for updating industry, channel, market data and trends.
Develop preliminary budgets (at NPD milestones) for product plans including development resources.
Evaluate product recommendation from existing and potential customer for product feasibility.
Develop strategies to improve product position domestically and in global markets.
Create pricing strategies to support targeted channels.
Lead the Voice of Customer and Voice of Channel Partner process.
Own the product life cycle and execute exit strategies.
Develop and implement processes to assess and develop packaging that satisfies customer needs and corporate packaging strategies.
Lead cross functional team(s) to develop channel and key customer promotions.
Development of new product budget: including capital expenditures, marketing and sales expenditures required to execute product launch.
Participate in the creation and adherence to the department budget.
Leads, hires, and manages a team of professionals. This includes supervision, individual and team performance, and mentoring to ensure effective execution of individual and team responsibilities
Participates as a member of the LTG senior leadership team.

Competencies

Strategic thinking engagement, involvement, and alignment. Defining how the role fits in and influences a positive business outcome.
Builds trust, able to tie in and gain support at all levels, sees what is happening and accurately predicts and articulates what will happen. Teaches. Possesses curiosity and optimism. Respectful.
Customer focus, creates value, present and always engaged
Collaborates and provides leadership among our sr. leaders, a resource to accomplishing goals for company, team and individuals.
Business acumen, ability to connect the decisions they make and tangible outcomes that support our Mission, Vision, Values, Guiding Principles, and strategy.
Confident & accountable for self, team to which they lead and belong. Articulate and able to inspire excitement and lead people to a vision.
Passionate, skilled, and experienced in the role.
Attracts top talent – Attracting and selecting the best talent to meet current and future business needs.
Builds effective teams – Building strong-identity teams that apply their diverse skills and perspectives to achieve common goals.
Cultivates innovation – Creating new and better ways for the organization to be successful.
Decision quality – Make good and timely decisions that keep the organization moving forward.
Drives vision and purpose – Painting a compelling picture of the vision and strategy that motivates others to action.
Ensures accountability – Hold self and others accountable to meet commitments.
Global perspective – Taking a broad view when approaching issues, using a global lens.

Education and Experience

Bachelor’s Degree required. MBA with marketing focus or related experience preferred.
Ten or more years of progressively responsible product marketing and project management experience preferred.
Strong track record of leadership and the ability to attract, develop and retain talent
High level of analytical thinking with demonstrated talent for identifying, scrutinizing, improving, and streamlining work processes
Flexible team player who thrives in environments requiring ability to effectively prioritize and juggle multiple concurrent projects
Ability to build collaborative partnerships cross-functionally
Ability to deal with ambiguity and be comfortable in a situation that is not always well defined or changes frequently
Good communication skills, a professional attitude, and enthusiasm for one’s work are all prerequisites for this position.
Excellent communication and presentation skills with the ability to speak and communicate effectively.
Work independently and possess a high level of self-motivation and initiative.

Leatherman Tool Group Inc. believes that each employee makes a significant contribution to our success. That contribution should not be limited by the assigned responsibilities. Therefore, this position description is designed to outline primary duties, qualifications, and job scope, but not limit the individual nor the organization to just the work identified. It is our expectation that each employee will offer his/her services wherever and whenever necessary to ensure the success of our endeavors.

Interested in learning more? 180one is a retained search firm engaged by Leatherman to conduct this search. If interested in learning more about the opportunity, please contact Tom Haley at 180one at: tom@180one.com .

A-Dec Selects Director of Finance

Tue, 01 Feb 2022 18:47:52 GMT

180one recently partnered with A-Dec to help them identify and select a new Director of Finance. Check back soon for more details!

A-dec is the premium leader in the dental equipment industry designing and manufacturing products that range from dental chairs, lights, to cabinets. A-dec is a global organization with over 1300 employees, and headquarters in Newberg, Oregon. In addition to their leadership in the dental industry, A-dec’s family values have attributed to their commitment to the Newberg community, Oregon State University, and its employees through various investments and programs.

Motivational Logistics and Fulfillment Services (MFALS) Selects New Chief Operations Officer

Fri, 28 Jan 2022 18:53:18 GMT

180one recently partnered with Motivational Fulfillment & Logistics Services (MFALS) to help them identify and select a new Senior Director of Product Development. Check back soon for more details!

Motivational Fulfillment & Logistics Services (“MFALS”) is a privately held and trusted 3PL partner in the D2C and Retail Distribution space. MFALS was founded in 1977 with a customer centric approach and a focus on high standards and ethics. As their commitment to clients continues to grow, as does the family of professionals who are positioned to help you achieve your campaign goals through one-on-one dedication supported by innovation and cost saving fulfillment and logistics services.

SYSTEMS – MFALS has fully developed order processing, warehouse management and reporting systems, including EDI data exchange. All systems are proprietary and highly customizable.

VERSATILITY – MFALS handles retail shipments, kitting, reworks, HEAVY Black Friday and Cyber-Monday volume, Club sales, Direct-to-Consumer shipments, refurbishing, and much more.

ADAPTABILITY – MFALS responds to client’s needs, guarantees same-day shipments on D2C orders, kitting approximately 900k units a quarter, storing overflow containers, and much more.

LOCATION – MFALS has 4 fully operational warehouses located just 5 minutes from each other in Chino, CA and a new warehouse located in Ontario, CA. Our headquarters are located just 40 minutes from the Ports of Los Angeles and Long Beach.

SCALABILITY – MFALS manages a staff of more than 1000 full-time employees, operating 24/7 when necessary to meet our client’s demands.

Motivational Fulfillment (MFALS) Selects VP of Sales

Fri, 28 Jan 2022 18:51:09 GMT

1 80one recently partnered with Motivational Fulfillment & Logistics Services and are proud to announce the executive placement of a new Vice President of Sales. If you’re in need of executive search services contact the top retained search firm in the pacific northwest 180one.

SYSTEMS – MFALS has fully developed order processing, warehouse management and reporting systems, including EDI data exchange. All systems are proprietary and highly customizable.

VERSATILITY – MFALS handles retail shipments, kitting, reworks, HEAVY Black Friday and Cyber-Monday volume, Club sales, Direct-to-Consumer shipments, refurbishing, and much more.

ADAPTABILITY – MFALS responds to client’s needs, guarantees same-day shipments on D2C orders, kitting approximately 900k units a quarter, storing overflow containers, and much more.

SCALABILITY – MFALS manages a staff of more than 1000 full-time employees, operating 24/7 when necessary to meet our client’s demands.

180one's Year in Review: 2020

Wed, 26 Jan 2022 21:16:39 GMT

Each year, 180one presents the Year in Review, sharing our insights about the Portland business landscape and recapping the work we did with our clients throughout the year. To explore what we saw in years’ past, check out the Year in Review section of The Water Cooler!

Who could’ve predicted 2020? Business plans were developed only to be thrown to the wayside as organizations navigated the ever moving challenges and opportunities presented by the pandemic.

We saw clients invest in new incremental positions based on new strategic plans, we helped clients recruit in geographies outside of the Pacific Northwest, we saw clients reconsidering how often employees need to be in the office, and we personally experienced a leap in adopting new technologies and ways of how we perform our jobs in this new environment.

Overall, it was quite a year, and 180one is truly grateful to have partnered with great clients in 2020 who trusted us with their critical hiring needs.

Take a look back at 2020 with us in our Year in Review.

The Director Gap: How Job Titles Affect Business Growth

Tue, 25 Jan 2022 20:53:42 GMT

As you grow your business, you’re faced with a number of choices that can make or break your success. Are you choosing the right real estate for new company locations? Do you have enough suppliers to meet the demand for your products?

And, most importantly, do you have the right team members to help you succeed?

Whether you’re adding new positions or backfilling existing ones, putting the right team together is key to growing your organization. Often overlooked, however, is deciding the appropriate job titles for each position and each team member.

In helping a variety of clients expand their businesses by adding senior-level management positions, 180one has seen many job title debates surrounding what we like to call the Director Gap.

As organizations grow, one major challenge is filling the senior-level management void that exists between Manager and Vice President level positions. Should new employees be considered Senior Managers or Directors? And how much does the job title really matter?

As you grow your organization and close the Director Gap, here are three important areas that could be impacted by the job titles you choose.

Changing Your Org Chart

Your company’s internal structure can be affected (both positively and negatively) when you introduce new job titles. As you add a new level to your organizational chart, it’s important to consider the impact on your organization as a whole.

When adding a Director level to your org chart, think about these questions to help you understand the internal needs and challenges that may arise:

Does a Director level fit with your company’s culture?

All organizations are unique , so before you alter your org chart, consider whether a Director level fits with your company’s culture. Are you adding a new management level because it will assist with your long-term growth plans, or are you only adding a new level of “bureaucracy” that doesn’t align with your company culture?

Who receives a Director title and who doesn’t? And how do you decide?

When bringing new talent into your organization (at any level), it’s essential that you remain consistent when assigning job titles. If you choose specific criteria for assigning a Director title, remember to think about how those rules might apply in special circumstances.

If all Directors must manage a team, for example, you may need to consider how you will deal with a high-level individual contributor who comes on board in the future.

How will adding a Director title affect your company’s compensation structure?

Does your your organization offers a Long Term Incentive Plan (LTIP)? If so, you may need to add new members to that LTIP to accommodate new senior titles. Moreover, by adding a Director level position, you may need to change some Managers into Senior Managers, which could also impact compensation.

Thinking about the financial impact that adding a Director title will have on your entire organization will help you avoid any issues with your compensation plan down the road.

Perception in the Marketplace

As you add new members to your team, assigning the right job titles can also affect how others outside of your organization perceive those positions. When deciding on position titles, make sure to consider the requirements of your industry.

Will the position work with vendors who require authorization from the Director level or above to complete a transaction? If so, a Director title may be better than a Senior Manager title in order to streamline workflow.

Is the role more externally-focused, like a Sales position? A Director title may give the position more credibility than would a Senior Manager title, allowing the position to bring in new business more effectively.

Paying attention to your industry’s preferences when it comes to position titles will enable you to create alignment when appropriate and help avoid any setbacks that your employees may face when engaging with others in the business community.

Recruiting Top Candidates

The Director title is often more attractive to a potential candidate than the Senior Manager title, so you may lose out on candidates with the right skills and experience because they require a more senior title.

To make sure the wrong job title won’t stand in the way of recruiting candidates for your expanding organization, keep these tips in mind:

Survey similar positions in the marketplace. Position titles vary from company to company, but researching companies that are similar in size and industry can help you identify the titles that might be right for your organization.
Make sure the job title aligns with the job description. Will this position report to a Vice President? Is this person managing a large team? Will you only consider candidates who hold an MBA? Outlining the scope and responsibilities of the position will help you determine if a Director level title is necessary.
Job titles really do matter in the marketplace. So make sure to keep them in mind when you add new employees at all levels as you build your team and grow your business.

A Diverse Workforce is a Better Workforce: Exploring Diversity & Inclusion in the Workplace

Tue, 25 Jan 2022 20:30:33 GMT

Conversations about diversity in the workplace often unfortunately boil down to a set of “labels” that address race, ethnicity, gender identity, sexual orientation, generation, physical ability, religious beliefs and other characteristics differentiating groups of people.

Historically, laws enacted to create equality in the workplace have focused on “checking off the boxes” beside each label instead of encouraging organizations to think more broadly about the importance of having a diverse workforce and the impact it can have on their success.

But the most successful companies are those that look beyond the labels and instead focus on creating a culture of inclusion. Cultivating a diverse organization for brand names like Nike, PwC and Target means bringing together people with multiple viewpoints and life experiences; encouraging employees and customers to embrace divergent thought and differing opinions; and ultimately establishing an inclusive environment that breeds better solutions for 21st century problems.

Today 180one explores the topics of embracing diversity and encouraging inclusion in the workplace. Keep reading about why a diverse workforce is a better workforce and ways you can promote inclusion through your hiring practices, leadership and more.

The Data Speaks for Itself

Most of us would agree that diversity and inclusion are smart to promote in the workplace, and recent studies from organizations such as Thomson Reuters and McKinsey clearly show that developing a culture around diversity and inclusion can have a positive impact on a company’s success.

Moreover, the companies that make it onto DiversityInc’s Top 50 List , which assesses performance based on areas of diversity management such as equitable talent development and CEO/leadership commitment, consistently prove to be stock-market winners. The 2015 DiversityInc Top 50 , for example, beat the S&P 500 and Dow Jones Industrial Average on a one-, three- and five-year basis , outperforming the S&P500 by 10% and the Dow Jones by 20% over five years. (Data for 2016 list not compiled at time this article was published) Embracing diversity and inclusion in the workplace is not only a best practice that all organizations should do but also gives them a competitive advantage and adds to the bottom line. So what can your organization do to begin addressing diversity and inclusion in your company? Below are four steps to get you started.

4 Steps to Start Promoting Diversity & Inclusion at Your Organization

Assess the Tone at the Top

Like with most institutional change, creating a culture of inclusion requires buy-in that must start at the top. Leaders need to embrace the global shift in how we understand diversity and inclusion and make creating an environment where diverse viewpoints are championed a value of your company. Moreover, recruiting diverse leaders for your executive team and board of directors not only creates new opportunities for innovation and solution-seeking but also sends the message to your employees that a support system exists for them across the entire organization.

Determine the Best Direction for Your Company & Culture

While your executive team must be on board to drive successful change, you also need to make sure that your organization as a whole can support the desired change. Before embarking on a major cultural shift, consider administering a survey to your employees to find out how they feel about and what they need in terms of diversity and inclusion, and use their feedback to inform how you move forward. Your company could also engage the expertise of an organizational development (OD) consultant to evaluate your company’s current state and design a plan to transform your culture into one that embraces diversity and inclusion.

Don’t Treat Diversity & Inclusion as “One-Off” Initiatives

Promoting diversity and inclusion in the workplace is an ongoing process that needs to be continuously developed and evaluated in order to be effective. Trying to engage your company with a “one size fits all” approach to diversity and inclusion just won’t work.

Keep the conversation going by appointing task forces made up of executives, mid-level management and employees from all divisions to address inclusion needs and goals on a regular basis. Gather feedback from your organization’s members through surveys and round-tables and offer educational opportunities such as workshops and mentoring groups. These programs will encourage continued awareness of diversity and inclusion needs within your organization, as well as create environments in which your employees feel comfortable and equipped to express their viewpoints.

Continue the Conversation Outside of the Office

Engaging with your employees about diversity and inclusion doesn’t just need to take place at work. Participating in the community and supporting your employees in all of their activities demonstrates interest in what they think about and their individual points-of-view, which in turn helps to establish a culture of inclusion. This added level of support and encouragement can also help with recruiting; current employees are more likely to refer strong candidates if they feel welcomed and like their voices are heard at their organizations.

How are You Encouraging Diversity & Inclusion at Your Organization?

Of course, we know that diversity and inclusion are BIG topics that can’t be addressed in a single blogpost, but engaging others in conversation is the first step to building a more welcoming and equitable workplace.

How do you promote diversity and work to create an inclusive environment at your organization? What steps have you taken that have been helpful in determining if your organization is ready for and open to the discussion? We want to hear from you! Meet us over on LinkedIn to share your thoughts and continue the conversation.

How Benchmarking Could Ultimately Cost You the Perfect Candidate

Tue, 25 Jan 2022 20:22:30 GMT

Have you ever bought a house? How was that decision made? Like most homebuyers, you probably determined the neighborhood, number of bedrooms and bathrooms needed, as well as other important criteria before you started the house-hunting process. The next step would be talking to a real estate agent and giving them all of those well thought-out criteria, in hopes that they can eventually track down a house that fits each need. This process can take a long time, sometimes dragging on for months, but this does not always have to be the case.

With your pre-planning and knowing your criteria, you might find that the first house your realtor shows you meets or possibly exceeds all of your expectations. What next? In this competitive housing market, where most people can be on the hunt for months or even years, the next step should be around making an offer immediately. Those buyers who have established their criteria, make the offer, but those who have not will typically hesitate and want to see another house for comparative purpose.

Here arises the issue of benchmarking—of waiting for a chance to have a side by side comparison in order to feel comfortable moving forward. The constant need to weigh what is available and right in front of you with what could potentially be better ends up holding up the process and oftentimes contributing to a loss. In a competitive housing market, you need to be in a position to confidently move forward in the buying process, and this is where planning helps. For those who hesitate, the house in question is already under contract by the time they are ready—probably with the buyer who knew what they were looking for in a home.

What is the lesson here?

Know what you’re looking for, and fight the urge to compare something great to whatever else could be out there. Fight the urge to benchmark. The perfect house was in plain sight, but then it was gone, all because of lack of planning, hesitation or the need to benchmark.

The hiring process is actually quite similar to that of purchasing a house. Before the interviewing process begins, the hiring manager devises a similar list of criteria to that of the home-buyer. This is typically presented in the form of a job description, which will include everything that the perfect candidate will possess.

At 180one , we use a best practice of developing a “Candidate Success Profile” as a way to both determine what attributes the ideal candidate will possess, and as a way to help evaluate candidates against these attributes. As potential candidates are evaluated against the Candidate Success Profile, the decision making process of whom to hire should be more clear.

Similar to the home-buyer, when a hiring manager is conducting a search, they tend to be more comfortable when there are a few options in front of them and there is an opportunity to interview multiple candidates. A problem seems to arise when the perfect candidate is the first one to walk through the door. This person might check every single box on the list of criteria, but it becomes difficult to make a decision without going through the steps of finishing the process. In the meantime, that perfect candidate could be getting the message that there is hesitation, and that perhaps something is wrong, potentially causing them to back out. In reality, the hiring manager is merely displaying a confirmation bias by needing to benchmark as a way to confirm that the right person has already been found.

A candidate is either a fit, or not, and a hiring manager can usually figure that out pretty early in the process. That being said, if they are feeling lukewarm about a candidate, that candidate is likely not the right choice, and therefore the hiring manager is better off passing on said candidate and continuing the search. On the flip-side, if it is clear that a candidate perfectly fits the sought-after profile, no time should be wasted by curiosity of whom else could possibly surface should the search continue.

Don’t Miss Out by Not Being Prepared

If criteria are set in place, and a candidate meets all of those criteria, why waste the time and resources continuing with the interview process? Why risk sending the wrong message to a potential new employee? Part of why it is a good idea to prepare a Candidate Success Profile is because of the value and importance of pre-work. It ultimately saves time and helps eliminate that hesitation that can be felt when the right candidate is suddenly presented. In another article on our Water Cooler , we break down ways to create a more effective hiring process. It is possible to be set up for success and prepared for when that perfect candidate is identified.

The goal here is to help make the decision making process more comfortable. It is in human nature to act impulsively as opposed to logically, and therefore it is entirely understandable that a hiring manager would take precautions to avoid acting on impulse. But the simple way to avoid making an impulsive decision is by creating that list of criteria first. When there is a goal in place and an ideal candidate profile to fill, it will not be impulsive if and when the hiring process is completed faster than expected for the right candidate.

It is easy to be set up for success in the hiring process when the proper preparation is done ahead of time. Whether a Candidate Success Profile such as ours is used, or a similar method of organizing and determining criteria is developed, hiring managers can make sure to be ready to hire as soon as the right person comes along. Make that list of criteria and stick with it. If a candidate matches, it’s a go; if a candidate doesn’t match, it’s a no. There is no need to benchmark.

Hiring Nonprofit Executives: How an Executive Recruiting Firm Ensures a Successful Search

Tue, 25 Jan 2022 19:04:59 GMT

Building a successful nonprofit requires strong leadership to run the organization . Finding mission-driven leaders with the right mix of skills and experience is no small task, and running a search can be time-consuming. This is especially true for volunteer Board members who must spend time coordinating the process while also working their “day jobs.”

To assist with the process, most nonprofit organizations engage executive search firms when beginning a search for their next executive.

If you’re a board member of a nonprofit, here’s what you should consider when thinking about working with an executive search firm to find your next nonprofit leader.

Forming a Search Committee

Forming a well-rounded Search Committee is a best practice that an executive search firm can assist with. A Search Committee ensures all stakeholders are represented when determining job scope, evaluating candidates, and selecting finalists, increasing the likelihood of a successful executive search.

When building the Search Committee, your organization should consider including a diverse representation of board members, staff, donors and others with close ties to the organization. Involving a variety of stakeholders assures those not part of the search process that their voices are being heard and their interests are accurately represented by the Search Committee.

Selecting a leader or Search Chair is another critical component of forming the Search Committee. The Search Chair typically serves on the Board and is patient, an influencer and a strong communicator who is able to command the respect of the rest of the Board (and vice versa).

The Search Chair must also have time to dedicate to the search and often works closely with the executive recruiting firm.

Aligning the Candidate Profile

Deciding on the overall profile of an ideal candidate can be one of the most challenging steps in conducting a nonprofit executive search. Search Committee members often provide varying, and sometimes contrasting, input about how a candidate will be successful.

An executive search firm is an independent voice of reason and should be skilled in facilitating a productive discussion among the Search Committee members.

As an objective third-party, the firm helps your organization identify the skills, experience and culture fit needed without having any bias.

180one has found that distributing a Candidate Profile document that captures the Search Committee’s discussion and summarizes the traits and skills needed for success is the most effective way to align the Committee members and move toward a common goal. The Search Committee reviews this document, provides edits and agrees upon it before the search continues.

Although there may be many varied opinions, we often recognize common themes.The Candidate Profile approach forms a consensus among the Search Committee members and avoids any misunderstanding or confusion later in the search.

Identifying Candidates

The value of working with an executive search firm is most clear when the time comes to source candidates for the position. Unfortunately, not all executive search firms provide the same level of value.

When evaluating a recruiting firm, make sure you understand the techniques the firm uses to identify and recruit candidates. And their approach should be carefully vetted. Some firms, for example, rely too heavily on the traditional job posting approach, which provides access to only those candidates currently in a job search. This approach represents a very small percentage of the viable talent pool.

A firm that is more active and current in its sourcing process can provide much more value. Look for firms that target specific organizations and professionals within those organizations, generating a more tailored pool of candidates who meet the skills outlined in the Candidate Profile.

For example, during a recent nonprofit executive search conducted by 180one, we targeted other nonprofit organizations similar in complexity to our client’s organization as well as those with a similar structure in the for-profit sector.

Our approach yielded a much larger qualified candidate list than if we had only targeted local nonprofits, resulting in the selection of a candidate who came from a for-profit organization with a reputation for being mission-focused.

Coordinating the Interview Process

The Interview Phase is one of the most important stages in a nonprofit executive search, both for your organization and for the candidates.

An executive search firm should provide guidance to the Search Committee with regards to the size of the interview team and the appropriate format for the interview process. Search Committees are often large, so 180one recommends that a Search Committee select no more than 3 members to conduct initial interviews, which keeps the interview team consistent and continues the search’s progress.

The proper interview format depends on a number of factors, and an executive search firm can help you determine whether to conduct formal, panel or one-on-one interviews, as well as provide recommendations on interview questions .

Interviews are as much for the candidate as they are for your organization, so it’s important to facilitate the best experience for everyone involved.

Selecting the Final Candidate

Executive recruiters provide additional expertise when it comes to selecting finalists, negotiating offers and onboarding at the conclusion of a nonprofit executive search.

During the Selection Process, the Search Committee reviews the top candidates, votes on recommendations for the finalist and submits that recommendation to the Board. An executive search firm manages this process by helping to develop a voting system and troubleshooting any potential roadblocks that may stand in the way of a successful selection.

Based on our experience facilitating the Selection Process, 180one advises that the Search Committee ranks the finalists and discusses if anyone besides the number-one candidate could be a viable option for leading your organization. We recommend this in case the Board does not approve the Search Committee’s nomination or the top candidate rejects the offer.

Knowing your “back-up” candidates ahead of time allows your organization to maintain the efficiency and momentum of the process and avoids having to restart the search.

Conclusion

Recruiting executive leadership for your nonprofit can be challenging, but finding the right leaders can have a significant impact on your organization and the nonprofit sector in your community.

Enlisting an executive recruiting firm like 180one to run your search is a smart and efficient way to ensure you find the best candidate to lead your organization.

Here’s what you need to remember:

Form a Search Committee - An executive search firm will help your organization form a well-rounded Search Committee that will include the diverse voice, opinions and perspectives of your nonprofit.
Create a Candidate Profile - A Candidate Profile is a powerful tool to align the vision of Search Committee members and maintain focus throughout the search.
Identify the Candidates - An executive search firm should go beyond traditional search methods, identifying target organizations and networks to find your ideal candidates in.
Conduct the Interviews - A search firm will advise your nonprofit on how to conduct interviews that serve both your Search Committee and your top candidates.
Select a Final Candidate - When reviewing your top candidates, make sure to identify a potential back-up choice, in case the top candidate is not approved by the Board.

If you’d like to learn more about how 180one can help with your nonprofit executive search, contact us or learn more about our how our targeted recruiting process might be a fit for your organization.

Photo Credits: Playing Futures , Caitlin Childs , Shutterstock , Texas A&M University

Breaking Down the Recruiting Brick Wall: Identifying & Sourcing Candidates

Mon, 24 Jan 2022 23:29:29 GMT

This article is the second in a three-part series looking at how your organization can improve its hiring processes. Like what you see? Don’t miss parts one and three !

For Post 1 in our series “Breaking Down the Recruiting Brick Wall: How to Build More Effective Hiring Practices,” we showed you how to create a Candidate Success Profile to help you identify what you’re looking for and lay the foundation for a successful executive search. But once you have your profile in place, how do you find the people who match it?

You may think we’ve come a long way from posting ads in the classifieds, but today’s hiring managers use the same tool with just a different name: the Internet.

Posting a job is a standard practice that all companies should do, but it isn’t the only, or the best, way to find the right candidates for your organization.

In today’s post, we’ll show you other active ways to identify and source candidates that will complement your job posting and enable you to find the professionals who fit your Candidate Success Profile .

Post Jobs Strategically

You should be posting your open position already, so an easy first step to go above and beyond the standard practice is to think about where to post based on the interests of your ideal candidates. What do they read? Which websites do they browse? What networks or groups do they belong to? Think about relevant industry associations, job boards, publications and trade shows that align with the role and distribute your information through those channels.

For example, when conducting a search for a President for a higher education institution, the Chronicle of Higher Education would be a smart place to post your position. If you’re recruiting for a specific geography, leverage university and alumni job boards for your search to help you identify the right candidates in the region your position is located in.

While job postings are a great start for spreading the word about your open position and casting a wide net, keep in mind that 70% of workers aren’t actively job-searching . Below are 4 more ideas for reaching that passive talent.

Solicit Employee Referrals

The #1 way candidates find out about positions is through referrals, and creating a strategy that encourages employee referrals can be an effective way to source talent that is not only qualified for the position but also the right culture fit for your organization.

Making sure you receive leads that are relevant and qualified, though, is key, so here are a few ways to improve your employee referrals.

Network with Like-Minded People

Networking should always be a key piece in your sourcing efforts, but, as with job postings, taking a more strategic approach to connecting with your network about open roles can help you find qualified candidates faster.

For instance, when searching for a CFO, talk to all of the CFOs you know; even if they aren’t a fit for this position, they will know other CFOs who may be. You should also connect with your service providers, including accountants, lawyers and bankers. Professional services firms work with the people you’re looking for, and they can offer solid leads for new candidates.

As with all candidates that come through your process, you need to evaluate these referrals using your Candidate Success Profile to make sure they are qualified for the role. People in your network may also only suggest professionals who are actively seeking positions, so hone your ask to learn more about who the experts in the industry or function are, regardless of whether they’re looking, to better reach the passive candidates.

Get the Word Out Through the Media

In addition to posting on your company’s website and through your social media and other marketing channels, consider using public relations firms or the press to promote your search.

Rather than trying to publish an article about looking for a new Product Manager, though, work with your trade publication to write a piece about a new product launch and include information about your search to add new people to your team.

You can also take your press coverage to the next level by gamifying your search. Gamification involves applying elements of game playing to a project and is often used as an online marketing technique to push products and services. But gamification doesn’t have to be limited to marketing.

Many sectors, most notably the technology industry, employ gamification to recruit new candidates as well. Tech firms often host hackathons where they invite programmers, developers and other software and hardware professionals in to collaborate on short-term projects. These intensive work sessions provide potential candidates the opportunity to work with innovative companies while also giving tech firms an exclusive opportunity to evaluate professionals’ skills in real time and figure out who really is the best fit for their organizations.

One of the best recent examples of combining media coverage and gamification was Columbia Sportswear’s 2015 search for a Director of Toughness .

Media outlets immediately picked up on the search for 2 individuals to travel the world, test Columbia gear and chronicle their experiences on Columbia’s blog. Columbia received thousands of applicants for the positions , and the success of their search is owed both to the playful nature of the job description/call for applications and the wide-spread promotion of the openings via a variety of channels.

Targeting

One of the most effective ways to find the best candidates for your position is to conduct targeted sourcing – going after candidates who don’t know your company, haven’t heard about your position and aren’t looking for a new job but who, based on a variety of factors (including the traits you’ve outlined in your Candidate Success Profile), you have identified as professionals who could have the right skills for your position.

As we mentioned earlier, 70% of the working population is not actively seeking new positions, and that vast group of passive job seekers is often the best place to find the right candidates for your positions. But how do you tap into that pool of talent?

Targeted sourcing can be extremely successful, but it also requires a lot of time and effort to execute the strategy and yield results. To be effective, your organization must commit to this approach, which means investing in research and team members experienced in proactively reaching out to candidates.

If your organization isn’t ready to build an internal team to perform targeted sourcing, engaging a search firm like 180one could be a great solution. When looking for highly critical or specialized roles, working with a search firm can ensure that the positions remain a priority, taking the burden off of your internal team so they can focus on other projects. Most candidates are also more open to speaking with a search firm instead of the hiring company to maintain confidentiality, so working with a search firm can expand your ability to reach and connect with the talent that isn’t actively seeking new positions.

When selecting a search firm, make sure to inquire how they source candidates and specifically how they target. They should possess a research function, a repeatable process, experienced recruiters with the right know-how and a system to support their efforts.

In the Next Post…

As the market continues to tighten up, your ability to remain one step ahead of your competition in looking for talent is the key to winning candidates. The practices outlined above are a good start to thinking about and building more robust sourcing strategies.

Once you identify the top candidates for your pipeline, you need to determine how to assess them. Head over to Post 3 of our series to learn how to effectively evaluate your candidates to make the best hire possible.

Breaking Down the Recruiting Brick Wall: Evaluating & Selecting Candidates

Mon, 24 Jan 2022 22:41:11 GMT

This article is the last in a three-part series looking at how your organization can improve its hiring processes. Just joining us? Read parts one and two to learn about creating your success profile and sourcing candidates for your positions.

In Post 2 in our series “Breaking Down the Recruiting Brick Wall: How to Build More Effective Hiring Practices,” we shared a few active ways to go beyond your standard job postings and effectively source and recruit the right candidates for your organization.

Now that you know how to identify the top candidates for your pipeline, how will you evaluate them properly in order to make the best hire possible?

To assess candidates, your organization may follow standard practices such as reviewing resumes to look for at least the minimum qualifications; bringing qualified candidates through an interview process; or conducting reference checks with candidates’ former employers.

Many organizations often believe using one or two of these practices will be enough to decide whether a candidate is the right fit. But, rather than relying on a face-to-face interview or a reference check, putting together all of these practices (and more) will better allow you to gain a truer picture of who a candidate really is and how they will fit in at your organization.

Today we’ll help you take your core candidate evaluation practices to the next level and show you how to combine interviews, reference checks and other assessment tools to increase your chances of making a great hire.

Remember Your Candidate Success Profile

Before you begin evaluating candidates, refer back to the Candidate Success Profile we discussed in Post 1 to know what to look for when reviewing resumes, what to address with interview questions, etc. Like with the other steps in your hiring process, using the Success Profile as the foundation for your assessment process will ensure you choose the candidate with the right hard and soft skills needed in order to succeed in the role.

Nail the Interview

How would you rate your interview process? How would candidates rate it? A strong and consistent interview strategy is critical in evaluating candidates. Here are a few things to consider when putting yours together.

The Interview Team

Who from your organization will interview candidates? Should candidates meet with everyone in the first round, or will interviewers meet with candidates at different stages of the process? And will the interviews be cross-functional, or will candidates only meet with members of the hiring department?

Decide on the size and scope of your interview team at the beginning of the process, and follow the same interview structure and schedule with each candidate you bring through the interviews.

Maintaining a consistent interview team makes it easier to ensure that everyone involved in this stage understands the needs of the role and the qualifications you are seeking in a candidate. Logistically, keeping your interview team consistent can also make scheduling interviews go more smoothly, which will help you move quickly with candidates and maintain search momentum.

The Interview Questions

Use your Success Profile to develop questions that address the key areas you’ve identified that a candidate will need to excel in this role. Consider assigning specific skillsets for individual interviewers to focus on based on their respective areas. For example, a member of your finance team could assess the candidate’s analytical competence while a human resources professional evaluates cultural fit. You should also make sure to keep questions open-ended.

Ultimately, you want to design questions that will prompt candidates to provide specific examples relating back to the Success Profile or allowing you to observe their skills in action. Below is an example of what we’re talking about.

How you word your interview questions is crucial in eliciting an answer that gives you a better picture of the candidate’s views and working styles. In the scenario above, the word “control” baits the candidates, enabling you to figure out if and how they are able to partner across functions within your organization.

Scenario-Based Work Examples

Another way to evaluate candidates’ fit during the interview process is to assign a project to complete prior to your in-person meeting with them. These scenario-based work examples allow you to assess hard and soft skills that may be challenging to evaluate with questions alone.

For example, if filling a marketing position, you could ask candidates to develop a go-to-market strategy for a new product launch to present at their in-person interview. An assignment like this can allow you to see not only how candidates think strategically and creatively but also their ability to present to a leadership team.

Remember that these assignments or projects should also be based on the Success Profile; if “strong presentation skills” are not a key area you outlined, developing a way to evaluate this attribute would be irrelevant to your interview process.

2 More Tools to Help You Determine Who the Candidate Is

Psychometric Assessments

Many of our clients use assessments such as DiSC , Personalysis , MBTI and StrengthsFinder as evaluation tools when selecting new team members.

These tools measure an array of individual attributes, including behavior & personality, skills & competencies, emotional intelligence, motivators and values. And they aren’t just used for recruiting and hiring; many assessment suites include tests that address individual development & team building, job analysis & benchmarking, performance management and more.

Psychometric assessments can be valuable to an organization’s development and people management strategies, but they are more effective when you invest in them across your organization; rather than using an assessment for a single hire, you should adopt it for all current and new employees in order to assess your organization as a whole and maintain consistency going forward.

You will also need a trained facilitator to administer the test and interpret the results. If you aren’t ready to commit internal resources yet, engage a consultant who specializes in one or more assessment tools to oversee this process.

At 180one, we are big fans of incorporating these types of tests into your overall assessment approach, but remember that these tools are just one piece of your entire evaluation process and should not be considered “hire or not hire” tests.

Reference Checks

Most organizations conduct reference checks during the hiring process, but do you know how to make the references you receive more effective in assessing a candidate? Here are a couple of tips to help you improve your reference checks.

Ask the candidate for the right references.
The quality and reliability of your reference checks rely first on where the references come from. Again, refer back to your Success Profile as a reminder for exactly what you are looking for and determine who you need to talk to in order to learn more about how a candidate satisfies those key areas.

Hiring for a leadership position? Conduct a “360 Review” by having candidates provide you someone they report to, someone who reports to them and someone who is a peer to them to serve as references.

Rather than the candidate selecting the references to check, you could also specifically ask to speak to a former boss at ABC Company; how the candidate responds to this request will also be very telling in evaluating their fit for your organization.

Ask the references the right questions.
Like with interview questions you ask a candidate, questions for reference checks require finessing in order to draw out responses that will be useful in evaluating the candidate.

Need to know in what areas a candidate may be weak? Rather than asking, “What is the candidate’s biggest weakness?” ask a reference, “How can we help develop the candidate?” for a more honest and authentic response.

Putting All of the Pieces Together

After collecting information about your candidates through various channels (resumes, interviews, assessments, references, etc.), how do you use that data to help you make a hiring decision?

A pragmatic approach to evaluate candidates consists of developing a simple ranking system to see how their skills and fit stack up.

Create a Candidate Assessment Scoring Matrix and rank every candidate using a numeric scale on how well they meet the criteria laid out in your Success Profile.

Make sure you have the evidence to support your rankings, though. If you didn’t assess a candidate’s leadership qualities in the interview, psychometric assessment or reference check, for instance, do not assume that they are a leader just because they have that title at their current organization.

Here is an example of a simple Scoring Matrix to give you an idea.

In the end, you want to feel confident in your hiring decision, and laying all of the information you gathered out in a Scoring Matrix will take the guesswork out of deciding whether a candidate is the best choice for the role and for your organization.

A Final Recap of the “Breaking Down the Recruiting Wall” Series

Much of the conversation about what makes a company successful today centers on one main thing: its people. But, while hiring and cultivating top talent is a priority for most organizations, many companies still lag behind when it comes to investing in sourcing, recruiting and assessing new candidates.

Over the past few months, 180one has provided insight into the marketplace and tips and strategies for how to up-level your company’s hiring practices so you can start “walking the walk” and investing more in your people.

After reading the “Breaking Down the Recruiting Brick Wall” series, you are now equipped to:

Build a strong foundation for your recruiting and hiring processes by knowing what you’re looking for when it comes to the ideal candidate for a position and your organization
Take a more active and creative approach to sourcing new talent by posting jobs more strategically, leveraging the media to promote your open positions, targeting specific candidates & companies and more
Redevelop your assessment process to more accurately evaluate and select the right candidates for your organization

Of course, elevating your entire hiring process may sound like a daunting task, but this is why the retained recruiting industry exists. For organizations that aren’t ready to overhaul their systems or don’t have all of the pieces in place yet internally, a retained search firm like 180one can provide the resources, experience and know-how to find the candidates who will succeed in the most challenging roles.

Ultimately, your people are your best asset, so there is no reason why you shouldn’t start investing in finding the right professionals for your organization today.

Three Reasons to Engage a Retained Executive Search Firm

Mon, 24 Jan 2022 22:23:01 GMT

For even the most experienced Human Resource Managers, finding qualified candidates to fill positions is often challenging. Traditional search methods, such as job postings, often tap into a pool of candidates who are seeking employment, but they do not necessarily yield the most qualified candidates or the best fit for the positions. And when one considers that nearly 96% of the working population is currently employed , the pool of potential candidates appears to be even more restricted.

So how might hiring managers alleviate the stress and limitations of these traditional practices, particularly when hiring at an executive level? One common approach is to outsource the search by hiring a recruiting firm.

In today’s post, we will share three reasons why you might want to consider a retained search firm and provide a guide to help determine when to engage a retained search.

The Level of Position

Most often, retained recruiting firms are the best solution when companies or organizations are looking to fill positions that require a unique skill set, are in high demand, or are at an executive level (C-Suite). Because these firms are comprised of more experienced search consultants with extensive business acumen, they are better equipped to address their clients’ needs. Furthermore, retained consultants understand how important it is that they appeal to potential candidates.

When retained search firms reach out to potential candidates, there is a perceived value of the position and of the company. According to business advisor, Cameron Harold , these candidates tend to “take a call more seriously” because the company is willing to invest resources up front to find the correct fit. These executives understand retained searches offer premium services and that the client is committed and willing to go through the best channel to fill the position.

Given their level of service and attention to detail, retained search firms will ensure that conversations with candidates focus predominately on company goals and how the role they are filling is needed to help achieve those goals. Top performers know what they can bring to the table, but they want to hear how their skillset may be an asset to a potential employer.

Retained firms recognize and respect that executive candidates are extremely busy. As a result, candidates typically find the interview process to be very positive with these firms and know that they will receive timely feedback at this level.

Access to More

Retained firms excel at targeting the right and most exclusive candidates. Because these positions often require a unique skillset or are in high demand, the number of candidates that possess the correct backgrounds are limited. More often than not, the best candidates are not actively looking for a change in company or role. These candidates are busy and lack the time and/or desire to look at job boards for new positions. The best candidates are focused on being successful in their current positions or with their current organizations. Companies cannot rely upon finding the most qualified candidates among the unemployed – it is imperative that they have access to a greater percentage of the workforce.

Hiring to fill a position is analogous to purchasing real estate. In real estate, clients have certain criteria for a new home. They may engage a realtor who traditionally scours the MLS to identify current listings that meet the client’s criteria. The problem with this approach is that the MLS is limited to what its available now, not necessarily showing all properties that meet the client’s criteria, including those not on the market. To truly add value and provide the buyer access to all homes, the realtor would need to conduct research to identify all homes, and then knock on the doors or call the homeowners see if they would be interested in selling.

A retained firm will “knock on the doors” of candidates who meet the client’s “buying” criteria. The firm will share with them what is happening in the marketplace, particularly as it pertains to the specific client, and ask if they are willing to “sell”.

Assistance Beyond the Resume

The level of service that clients receive from retained search firms is unparalleled. The Association of Executive Search and Leadership Consultants summarizes this well:

“Executive search firms operate on an exclusive, client-centered basis and bring a deep level of expertise – inclusive of industry knowledge and job functionality – to each assignment. They are engaged in all aspects of the process, from defining the search through candidate integration.”

Retained recruiters do not simply rely on resumes to determine candidates’ qualifications. They develop and employ additional tools, including success profiles, written assessments, and behavioral assessments .

In addition to utilizing the tools above, retained consultants will assist clients with the development of an interview process. The process not only evaluates candidates on the right areas at the right phase, it also creates an experience for the candidates that is positive and leads to hiring. Furthermore, clients are able to take comfort in knowing that they have a dedicated resource developing and executing a search strategy on their behalf. This enables the clients to focus on their day job and use their time evaluating and selecting candidates as opposed to managing the sourcing of candidates, managing multiple contingent firms, and screening candidates.

Finally, retained firms are skilled at consensus building. There are times when clients struggle to find candidates because there are competing interests or biases that interfere with the hiring process amongst members of the interview or selection team. For example:

A non-profit organization, looking to fill an Executive Director position, may be comprised of a volunteer board that includes a CFO and a Marketing/PR Executive. The CFO may feel that finding someone who has a financial background so that they oversee proper spending of the organization’s assets is of utmost importance. The Marketing/PR executive may feel that a candidate with externally facing and relationship builder skills are the most valuable ones required for the position.

Unfortunately, these two skill-sets can be somewhat mutually exclusive and trying to find a candidate with all those attributes could be problematic. Retained search firms serve as third party facilitators in these circumstances. They can hone in on client goals and determine what skill-sets are truly necessary for the role and, thus, mitigate competing interests.

Their Goal is Your Goal

In conclusion, if there is a strong possibility that the organization needs to hire a search firm to fill executive level positions, hiring a retained firm is probably the best option. Clients receive the best value for their investment when they hire retained firms. Not only are the overall fees similar between retained search firms and other providers, but they go above and beyond to put their clients’ interests first. Other providers only receive compensation when their candidate is hired, so their goal is for the client to hire their candidate, not necessarily the best candidates. Retained firms, however, are able to provide unbiased feedback without fear of jeopardizing their fee. This factor enables them to look out for their clients’ best interests and be fully committed to achieving the clients’ goals – something hiring managers should definitely keep in mind! A retained search firm’s goals are the same as the client’s goal - which is about hiring the best candidate.

Ready to hire a retained search firm? Feel free to contact 180one and we’d be happy to assist!

The Impact of COVID-19 on Interviewing

Fri, 21 Jan 2022 23:18:36 GMT

The following articles provide guidance on how best to continue to recruit effectively in the COVID-19 environment:

The Dos and Don’ts of Video Interviewing

How to Successfully Recruit & Interview During COVID-19

Dos & Don'ts of Video Interviewing

Fri, 21 Jan 2022 23:14:03 GMT

As our technological capabilities are hitting the ground running and video interviews are becoming the new normal amidst the COVID-19 pandemic, 180one wants to help you maintain your professionalism and make the most of the resources to which you currently have access.

When it comes to hiring, we tend to rely on human connection and face-to-face interviews to aid us in the decision making process. But just because we are now required (in most cases) to conduct these interviews over platforms such as Zoom or FaceTime, the integrity and value of these connections do not need to be diminished.

We have put together a quick list of Dos and Don’ts to be aware of when participating in a video interview. While some may seem obvious, it never hurts to double check that you are following these guidelines and do your part in making this virtual transition as seamless as possible.

If you are conducting video interviews, download our PDF here.

If you are preparing to be interviewed , download our PDF here.

Hiring Employees with Disabilities: Myth vs. Fact from the PBJ

Fri, 21 Jan 2022 22:18:51 GMT

180one recently began the search for the next president of PHC Northwest , a Portland-based not-for-profit that offers broad-based educational training and job opportunities to individuals with mental, physical and developmental disabilities.

An article by the Portland Business Journal detailing four myths about hiring employees with disabilities has provided insight for our team as we conduct this search. Read the article here .

How to Conduct a Job Search Using a Sales Approach

Fri, 21 Jan 2022 21:49:13 GMT

70% of active job seekers find their next position through connections in their professional network. However, most people actively searching for new opportunities spend 70% of their time talking to recruiters and combing job posts instead of networking.

When actively searching for a job, the best way to approach networking is to think like you’re in sales: The product you’re selling is yourself; your target customer is your next employer.

Keep reading for the “sales” strategy we share with active job seekers to help them execute a more effective job search.

The best job searches we’ve seen always start with a clear plan. If you’re currently looking for a job, answer these questions:

What am I selling?

Like any successful company, when you search for a job, you need a product or service customers will pay money for. These services are the skills you can offer to your potential new employer.

What value can you provide, and what problem will you solve for your new employer? Build your sales pitch around those skills.

Who am I selling to?

Once you identify the value that you can provide or problems you can solve, determine who faces these problems or needs your skills. Not every company will be a potential buyer of your services, so be specific about what industries fit your profile and the companies within those industries. Then build a targeted list based on those organizations.

With your sales plan in place, you can hone your sales pitch to potential targets. Make sure to be specific. You won’t receive referrals from your network if your network doesn’t understand what you do.

When we ask candidates where they can add value, many respond that their understanding of business and their leadership and communication skills enable them to solve business problems. While this may be true, this pitch isn’t informative or unique.

When you search for a job, opt for a more detailed pitch like, “I help companies looking to expand internationally and set up new distribution channels in the hard goods space through my 20 years of experience working with global companies.” This pitch is specific and easy to understand. With the right target, it’s more likely to resonate.

Now it’s time to get out there and start selling yourself. Here’s what you should keep in mind.

Stay focused.

The company list you came up with while building your sales plan will be the driving force behind your sales efforts. Make sure to stick to your list, and add to it as you continue to build your network during your job search.

Target buyers.

Target the people who will “buy your services” (i.e. hire you) or the influencers who will connect you with the buyers.

Success starts by networking with the right person in the companies you target. For example, a candidate for a CFO position shouldn’t turn to the Controller in a target company. He or she should network with the CEO/President (buyer of services) or the VP of HR (influencer) for a better chance of turning the conversation into a worthwhile referral or opportunity.

Leverage your existing network.

During a job search, don’t forget about your existing network when you’re out there selling!

Think about the professionals you work with who can connect you to the buyers and influencers at your target companies. They likely have ideas for similar organizations you should consider as well.

Your existing network is made up of former colleagues, people you went to school with, and even professional service providers. A CFO, for instance, should talk to his or her accountants, lawyers and bankers to find out who else to reach out to.

The people you already do business with will be more than happy to help you out. All you have to do is ask.

The primary goal of your search for a job is to land a great position with an organization you’re excited to join. However, incremental goals can help you build momentum and keep your job search moving forward.

Successful salespeople constantly log activity to track the progress they make between closing deals. Setting an incremental goal of at least 5 meetings/conversations per week, for example, is an achievable and manageable goal that will keep you motivated and help you avoid frustration during your job search.

Many professionals entering the market are often frustrated by the response rate to their requests to network, but don’t get discouraged. Batting .300 in Major

League Baseball will get you into the Hall of Fame, so if you’re receiving a 30% response rate or higher, you’re doing great!

Remember to be realistic about your job search. Would you hire someone without the right skills and required experience? Probably not, and most hiring managers aren’t any different.

Organizations are sometimes willing to hire outside of the scope of a role if they’re familiar with and impressed by the candidate. However, they usually won’t hire an unproven candidate who doesn’t meet their ideal candidate profile.

But don’t let that stop you from working towards the role, company or industry you are most interested in. As an outsider, you may need to start somewhere else in the new organization first. Leverage your past experience to get your foot in the door before making a move once you’ve proven yourself.

For example, imagine you’re a CFO who just got passed up for the CEO role at your company. You might decide to explore new opportunities outside of your current organization. Making the leap from CFO to CEO at a new company may be difficult, but if you target CFO roles at companies whose CEOs are nearing retirement, your path to CEO may be easier.

Always bet on yourself to succeed, and put yourself in the best possible situation to win that bet.

Ultimately, all you need is one great job. Make sure to focus on what you’re really capable of and what you really want from your next position, and have fun with your job search!

Bonus: What You Shouldn’t Worry About When Job Searching

Your resume doesn’t get you a job, it gets you an interview. Don’t spend too much time reworking your resume during your job search; instead, invest your time in networking using the strategies we outlined above.

But here’s what you SHOULD pay attention to when it comes to your resume:

Concise but impactful content: Highlight your accomplishments rather than your responsibilities.

Clear and coherent formatting: Clearly state the companies you worked for and what they do, as some reviewers may not be familiar with them and the roles you held.

Proofread proofread proofread!: Don’t have an eye for detail? Find someone who does so any grammar errors, spelling mistakes or other typos won’t go unchecked.

7 Mistakes to Avoid During an Executive Search

Fri, 21 Jan 2022 19:15:10 GMT

From identifying qualified candidates to conducting effective interviews to negotiating offers, executing an executive search means coordinating a lot of moving parts. Even the best-run searches face a few challenges along the way.

If you plan the process thoughtfully, though, you can avoid these obstacles and conduct a smooth and successful executive search.

Today we’ll outline 7 mistakes that can derail an executive search. We’ll also talk about a few precautions you can take to help you avoid them.

Not knowing what you’re looking for

If you don’t know what you’re looking for in a candidate at the beginning of an executive search, how will you ultimately identify, interview and select the right professional for the position?

Organizations often make the mistake of jumping straight into creating the job description, focusing on job responsibilities and candidate qualifications.

A better approach is to start by creating alignment of the key roles and responsibilities. Ask all key stakeholders the simple question, “What will this position achieve?”. This will help you gain a better understanding of how your organization will define success for the role as well as the obstacles your new hire will need to overcome.

How to avoid this mistake

Create a Success Profile focusing on the soft skills needed for a new hire to be successful and provide a guideline showing how interview teams should evaluate candidates for these skills.

Not vetting referrals

Nearly 80% of internal recruiters report that the most qualified candidates come from employee referrals. But don’t assume every referral is a good one.

Referrals and internal candidates should be subject to the same interview process as external candidates. Using a consistent process will ensure confidence in your final selection.

Falling in love with fit

Organizational fit is crucial when hiring new executives, but a candidate who is a perfect fit culturally may not be able to perform the job successfully. When evaluating candidates for a position, remember the “three legs holding up the Recruiting Stool”:

Does the candidate have the skills to do the job?
Is the candidate motivated to do the job?
Is the candidate a good culture fit?

Your top candidates need to have the skills and motivation to do the job as well as be the right fit for your organization.

How to avoid this mistake

Use the Success Profile to develop questions ahead of time that help evaluate the candidates for each “leg of the stool.” Most companies feel that they do a good job evaluating for fit and technical ability, but figuring out if candidates are motivated to do the job takes a little more probing.

Gaining an understanding of why candidates make certain moves in their career, why they were promoted and why they are interested in your role can help paint a picture of their motivation.

Forgetting to recruit

As you consider candidates throughout the search process, remember: they are also evaluating you.

High-level professionals want to know if joining your company is the right move for them, so providing them with the right information to make their decision is absolutely necessary.

Moreover, executives want to be recruited. Senior-level candidates not only have limited time to apply for positions but also need to know that they are wanted by a company before pursuing an opportunity.

How to avoid this mistake

Remember that interviews aren’t a one-way street. During the interview process, plan a tour so candidates can see your organization and build in opportunities for them to ask questions.

Also, before the interview, make sure all of your interviewers are able to answer the question, “Why are you here?” Your company’s executives should be able to convey to candidates why they joined the company, where they see the organization going and how this role fits into their long-term vision.

And make sure to conduct candidate surveys at the end of the interview process to improve the candidate experience for the future.

Hiding your flaws

Not being transparent with candidates is a big mistake that can cost you later in the process.

Challenges or issues facing the role or organization are bound to come out. It’s better for candidates to hear about those issues from you rather than a third party.

No company is perfect, so make sure to be up front while still striking a balance with sharing the positives.

Taking too long

Time kills all deals. If a position is open too long, you may lose candidates, or the people in the marketplace may begin to wonder if there’s something wrong with the role or company.

How to avoid this mistake

Create a realistic timeline for your search, noting milestones like the completion of sourcing phases, interview dates and a goal start-date.

You may diverge from your plan, but try to stick to it as much as possible during the search.

Thinking you’re done when the search is finished

Once you’ve made a successful hire, you may be tempted to think you’ve completed your work, but don’t be fooled. As many as one-third of new hires quit within the first 6 months of starting a job.

In order to retain your new talent, make sure onboarding new employees is a priority at the end of your search.

How to avoid this mistake

Create a New Hire Orientation program that introduces new members to your team and allows them to learn more about the organization when they join.

Including a “New Hire Checklist” helps make sure new employees have all of the supplies and technology access they will need for their job. First impressions are important, so make Day 1 a positive experience for your new team members.

What challenges are you worried about?

Are you planning an executive search? If so, keep in mind that mistakes do happen, but being aware of them and taking steps to correct them ahead of time will lead to an efficient and effective executive search.

If there are challenges you’re worried about, or you’d like to know more about how 180one can help make your next executive search a success, just email us . We’d love to help!

Breaking Down the Recruiting Brick Wall: How to Build More Effective Hiring Practices

Fri, 21 Jan 2022 19:01:18 GMT

This article is the first in a three-part series looking at how your organization can improve its hiring processes. Like what you see? Then check out parts two and three when you finish reading this one.

How effective are your hiring strategies, really? And how can you make sure you’ll keep employees once you’ve hired them? As the economy continues to improve, businesses need to make recruiting and retaining employees a priority in order to remain competitive. But where do you start?

Today 180one kicks off a new series to help you when you’ve hit a recruiting “brick wall” and your standard practices just aren’t working anymore.

In this three-part series, we’ll give you the tools to build better hiring processes and effectively source, recruit, interview and select the right candidates for your organization.

First, let’s take a look at the market data.

As the market continues to improve, you need the right practices in place to make sure you hire and keep the best talent for your organization, and this series will enable you to do just that.

For Post 1, we’ll show how important planning is to executing any search and provide you the tools to lay a strong foundation for your recruiting strategy.

“Give me six hours to chop down a tree, and I will spend the first four sharpening the axe.” – attributed to Abraham Lincoln

Unfortunately, most organizations head straight to job boards to post their open roles without first identifying the goals of the position and what candidates need to be successful. Taking time to “sharpen your axe” and create a specific plan for success before you start sourcing and recruiting, though, will increase the efficiency of your search and ensure that you find the best person for the position.

Crafting a well-defined job description that lists the roles, responsibilities and other “hard skills” required to get the job done each day is a standard practice that all organizations should do when kicking off a new search. However, most job descriptions don’t necessarily address the “soft skills,” such as leadership and communication style, needed to succeed in the role and at the organization.

To make sure you identify candidates with both the “hard” and “soft” skills needed, take time at the beginning of the search to create a Candidate Success Profile.

This document will serve as a guide throughout the search that enables you to assess all of the candidates’ skills and determine their potential for success within your organization.

Let’s look at an example of what this process might look like for your company.

Your organization is resistant to change (obstacle), so you need a candidate who not only has an understanding of your industry’s best practices (hard skill) but also has the ability to come into an organization as an outsider and earn buy-in from other employees to implement those practices (soft skill). Will the successful candidate need to listen and build relationships first? Or will the right candidate need to flex a heavy hand and enforce new policies and procedures immediately?

Different organizations require different leadership styles, so defining success and building your Success Profile at the beginning of your search will help you find the right fit for your organization’s needs.

Sample Success Profile

Need help setting up your Success Profile document? Below is a sample of a simple profile to get you started. Remember that you can expand or minimize your profile depending on the scope of the role. Just make sure to focus on the key areas this person will need to be successful.

In the Next Post…

Now that you’ve identified the profile of the ideal candidate for your open position, it’s time to go out to the market and find the professionals who meet that description. Head over to Post 2 of our series to explore how to source and recruit the right candidates for your organization. Then read Post 3 to learn how to use your assessment tools to make the best hire possible.

Inside-Out: Developing a More Diverse Workforce From Within

Wed, 19 Jan 2022 22:22:09 GMT

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.

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.

'Tis the Season... to Think About Candidate Relocation

Wed, 19 Jan 2022 21:52:33 GMT

It’s no secret that more people are moving to Oregon every year , and, as we’ve covered on The Water Cooler, relocating top candidates to Portland can be a challenge . But is there a seasonality to candidate relocation? And, if so, how does it impact the relocation package you deliver your candidate?

Today we offer a few key points to keep in mind when relocating candidates in order to set you up for success in 2017.

Consider tax implications when designing the relocation package.

Many hiring managers choose to offer candidates a larger signing bonus to compensate for the relocation, but directly reimbursing them for their moving costs may be a better incentive. The IRS will treat a signing bonus like wages, which carries tax implications for both the candidate and the employer. By providing the candidate an allowance to cover moving costs, your organization can give the candidate “more” dollars and avoid the tax expense.

Let candidates own the relocation process.

Organizations often have relationships with vendors who assist with candidate relocation. These connections allow your organization to negotiate rates on behalf of your candidate as well as take some of the work of arranging relocation off your candidate’s shoulders. If something goes wrong with the move, though, your organization is ultimately pulled in to solve the issue. Instead of making the arrangements, allow your candidates to make their own vendor decisions to make the relocation process go more smoothly and quickly.

Summer isn’t the only season for candidate relocation.

As a wintry mix settles in across Portland, you may be tempted to think that only warm months are the smart times to relocate candidates to your organization. However, if you balance timing correctly, successful relocation can take place year-round.

For example, candidates with families may hesitate to relocate before the summer because they worry about disrupting their kids’ school year, but kids may actually have trouble adjusting to a new town without the structure and activity of school. Relocating in the middle of the school year may seem difficult at first but the long-term benefit may ultimately be better for the candidates and their families. If your candidates will be moving during the summer, connect them with schools and coaches early on so they can get involved with the community as soon as possible. Including the entire family in the relocation process early will help facilitate an easy transition.

With more people looking to move to Portland every day, thinking about candidate relocation now will set your organization apart and better enable you to attract the best out-of-town candidates. How will you position your relocation package to bring top talent to your organization in 2017? Share your comments with us on LinkedIn !

Image: Redefyne Moving

How to Deal with the Dreaded Counteroffer

Wed, 19 Jan 2022 21:44:56 GMT

Previously on The Water Cooler , we explored ways to ensure that you come out on the winning end when making an offer to a candidate . But what happens when your top candidate receives a counteroffer from his or her current employer?

Counteroffers should be expected for exceptional candidates; as the market for top talent continues to tighten, companies are more willing to provide more incentives in order to retain their star employees.

The best defense against a counteroffer, though, is a solid offense. Today we take a look at the ways you can mitigate the risk of a candidate’s counteroffer acceptance. We’ll highlight a few signs that candidates aren’t in the process for the right reasons, provide tips to help them give notice and much more to allow you to put up the best offense possible and lessen the likelihood of an accepted counteroffer.

The Interview Stage: Be the company they can’t “break up” with.

Building a strong relationship between the candidate and your company is the first place to start if you want to avoid a counteroffer down the road.

Candidates sometimes accept counteroffers because it’s more difficult to “break up” with their current employer than say yes to a new one. By cultivating a relationship between candidates and your organization early, you begin to sway the relationship meter so that accepting a counteroffer means they will have to “break up” with you, too.

The interview process is a critical time to truly get to know why your opportunity is the right one for your candidate. Structure interview questions to gain a better understanding of what a candidate’s current organization is not able to offer (outside of more compensation). Is your candidate looking for a management opportunity? Is the current organization a far commute? Does your company offer a stronger culture fit?

Asking these and other questions can help you determine what your candidate is interested in. If you know what candidates are looking for, you know the reasons why your opportunity is the right one for them and can reinforce these during the offer stage.

For candidates who need to give a long notice period to current employers, make sure you continue to cultivate the relationship prior to their official start date. Encourage their new team to take them out to lunch, and invite new hires to social activities at the office so they can become ingrained in your company culture early on.

The Offer Stage: Walk them through the process of giving notice.

When extending an offer to your candidate, always make it personal ; rather than focusing on compensation, remind candidates about everything that your organization is able to provide that their current employer can’t.

Timing also plays a big role in whether your candidate will accept a counteroffer. Deliver your offer on Friday and set a deadline to accept. Eliminating business days between when you give your offer and when you reconnect with your candidate hinders the current employer’s ability to give a counteroffer. Ultimately, you want to make sure you have the last word, not the current employer, so schedule a time to follow-up with your candidate on Monday and cut down on the risk that you won’t hear back.

Many candidates are not experienced at giving notice, so you should also help them visualize the process by actually walking them through it. Ask what they think will happen when they give notice and if they expect to receive a counteroffer.

Surveys have shown that as many as 90% of professionals who accept a counteroffer end up leaving their employer within 18 months , so candidates may need to ask some hard questions about their current situation. Why is a current employer offering a raise or promotion now? Is the candidate only valuable when he wants to leave the organization for another opportunity?

Working with a search firm like 180one can be key at this stage, as a recruiting firm should be equipped to help candidates evaluate counteroffers and guide them through the tough questions that need to be answered before accepting.

Your candidate accepted a counteroffer. Now what?

Despite your best efforts, your candidate may unfortunately decide to accept a counteroffer. In that case, find out more about the decision to accept. Did the current employer offer more money? Did the counteroffer come with a senior title?

Make sure to be consultative, not defensive; you may ultimately lose the battle, but there is still a chance that you can change the candidate’s mind.

Extending offers on Fridays also helps maintain momentum in the process, as you can keep other candidates in your pipeline warm and potentially move onto your next top candidate if you need to.

While you can never eliminate the probability that a candidate receives or even accepts a counteroffer, you can mitigate the risk by having a great offense.
The interview process is an opportunity to build a relationship with candidates and ensure them that a move is the right next step in their career. In the end, keep a positive attitude. The stats show that candidates will likely leave their employers shortly after accepting a counteroffer anyway. Treat your top candidates well regardless of whether they accepted your offer; you could still come out on the winning end and hire them once they do decide to leave.

Want more insight? Check out our General Education section of The Water Cooler and explore topics ranging from candidate relocation to diversity & inclusion in the workplace and more.

3 Ways Private Equity Changes the Game in Recruiting

Wed, 19 Jan 2022 20:54:47 GMT

Private equity (PE) firms are often unfairly perceived as takeover specialists, only concerned with numbers on a spreadsheet and finding exit strategies that lead to big buyouts. Employees of a PE firm’s portfolio companies also fear layoffs, thinking the PE firm will ultimately “get rid of everyone” in preparation for selling off companies.

But PE firms’ approaches to hiring and managing talent tell a different story. A recent study conducted by Ernst & Young and Private Equity International (PEI ) found that 51% of PE firms believe retaining talent is the top issue to remain competitive in the marketplace, while 53% ranked developing personnel as one of their top objectives over the next two years.

180one has witnessed this emphasis on talent firsthand in our work with several PE-backed clients over the past few years. Today on The Water Cooler , we look at how PE firms are having a positive impact on the recruiting world in the first article of new series about private equity and executive search..

From Buy & Sell to Buy & Transform

While corporate ownership in the US has shifted from public to private over the past few decades, PE firms have also evolved how they bring in and manage their portfolio companies. A 2016 article from Harvard Business Review explains how, in this new phase of PE ownership, firms must bring more than financial discipline and strategic expertise to their portfolio companies.

PE firms experience both winners and losers among their investments. When looking at their portfolio companies’ performances, they have started recognizing the importance of talent in creating a strategic advantage that leads to success. Today’s PE firms realize that they aren’t just buying a legal entity when making new investments; rather, they also acquire a management team and organization of people equipped to execute the company’s plan.

Now PE firms have begun to place more value on acquiring and retaining talent, strengthening HR practices and innovating the organizational operations of their investments in order to keep that strategic advantage.

Bringing Sophistication & Expertise to the Hiring Process

Engaging in their portfolio companies’ hiring processes used to mean that PE firms would leverage their network to identify talent or be actively involved in interviewing and selecting candidates. Today’s PE firms, on the other hand, emphasize the importance of strong recruiting and HR processes by investing in and sharing best-in-class hiring practices across their portfolio.

PE firms originally drove savings by consolidating shared resources such as Audit, Banking and Legal services via contracts with preferred vendors. Now they take a similar approach by investing in Talent Management services that they deploy across their portfolio when needed.

This approach provides smaller companies who possess nascent HR functions access to new tools and practices, including behavioral assessments to truly evaluate candidates and compensation benchmarks to remain competitive in the marketplace. PE firms also invest in building relationships with executive recruiting firms, vetting these firms and negotiating favorable terms on behalf of their portfolio.

Injecting this knowledge and sophistication into their portfolio ultimately evolves the holding companies’ hiring practices and offers them a “leg up” in attracting top candidates.

Experienced in Recruiting C-Level Talent

PE firms invest in dozens of companies, giving them insight into C-level leadership across a variety of organizations and industries as well as a plethora of expertise in recruiting the right candidates for those positions.

Through their previous experiences, seasoned PE executives are able to identify the appropriate balance between soft and hard skills needed in a C-level candidate and often have a better understanding of the existing talent pool. Although they may not make the final hiring decision, PE firms nevertheless are able to advise their portfolio companies during the recruiting process and ensure that they select strong leadership.

As PE firms shift their focus from financial fixes to company transformations, their emphasis on talent management and sophisticated processes has allowed their portfolio companies to evolve as well, boosting them to a new playing field when it comes to competing for candidates.

Interested in reading more about PE Firms and recruiting? Consult these resources:
5 Reasons Strong Talent Management is a Top Priority for PE Firms | How Private Equity Firms Hire CEOs

And don’t miss 180one’s work with some of our PE-backed Clients: Columbia Distributing | Owen Equipment | OFD Foods

How Private Equity is Settin’ Trends

Tue, 18 Jan 2022 18:34:31 GMT

In previous years, when it came to patterns and trends in our business, it was safe to say that our clients’ needs were typically based on new strategies, new products, geographic expansion, etc. However, in 2016, we started to see a rather notable change. First, there was a clear shift from new roles to replacement roles—in fact, 70% of 180one searches conducted in 2016 were for replacement positions, compared to only 45% in 2015. Second, we saw a noticeable spike in the number of clients that were backed by private equity firms. In other words, we experienced a 180% increase in PE-backed clients from 2015 to 2016. And finally, with the help of these latest trends, 2016 became the year of the CFO for 180one as the percentage of our CFO searches went up from 15% to 35%, or a 133% increase.

One could conclude that the increase in PE-backed clients drove the increase of replacement roles, specifically with the CFO position. But how are these trends interrelated? Let’s take a look.

Private Equity vs. IPO

Why are more private companies choosing to take the private equity path? Why is private equity becoming so popular? According to an “Inc. 5000” article, getting to an IPO is still “the most prestigious rite of passage in American business”. But with the ever-changing market, access to capital, the compliance cost of going and staying public, and the desire to control its own destiny - new and growing companies are taking advantage of private equity.

According to a report from Renaissance Capital , 2017 is on track to be the second least active IPO year in the last eight years, just behind 2016 (with 105 IPOs priced). And while most companies look to an IPO to raise capital, Bain & Company’s Global Private Equity Report 2017 noted that more than $2.3 trillion of “new money” has been raised by private equity firms (from buyout to venture capital to growth to mezzanine funds) in the last four years, and more than half a trillion in each of these years. That’s a lot of capital that needs to be put to work.

So, while we have addressed some of the trends that are resulting in more companies choosing private equity as a means to additional capital, let’s see how this trend impacts the shift to replacement positions and the CFO role.

The Role of the CFO in Private Equity

Since the great majority of private equity partners have strong financial acumen, PE firms place a great deal of focus on the financial performance of their portfolio companies, and the importance and breadth of the CFO has certainly evolved to address this dynamic.

Historically, the CFO was primarily responsible for ensuring accuracy in the financial statements, but, over time, CEOs are relying on their CFOs to provide the company with an “economic approach” to decision making. Answers to questions such as “should we build a new plant”, “should we expand a product line”, “should we acquire a target company”, are now being supported by the CFO’s organization.

In addition, private equity firms are interested in knowing and understanding how their portfolio companies are performing on a routine basis. While some companies they acquire already have a sophisticated level of financial reporting, most companies who are being acquired for the first time by a private equity firm have undeveloped systems to drive effective financial reporting. Based on this, a CFO who has the experience in building out a financial reporting process/system and knowing what areas the private equity firm will focus on provides a level of confidence that supports future investments and decisions.

Here are some of the common themes and traits we have found that make for a successful PE CFO:

The role of private equity CFOs has evolved beyond traditional accounting functions, and their sphere of influence is expanding fast.

Recruiting in the PE World

As executive recruiters, we understand the unique nature of conducting a private equity search. The similarities between a standard CFO search and a search for a PE CFO are fairly straightforward: the need for top talent does not waiver, there is still an importance riding on culture fit within the company, and of course the right technical skills are imperative. The differences, however, are a little more nuanced. With private equity firms involved, an additional party is introduced into the hiring process, and with that comes new expectations of what the CFO position must entail, as well as a change in how the search for an executive will unfold, which will ultimately vary from company to company.

There are cases in which the portfolio companies drive and manage the entire hiring process, while there are also situations where the PE firm offers guidance. It is a best practice to have the PE firm involved in the earlier stages of the process because the CFO position is a key link back to the PE firm on the performance of the company. Additionally, if the PE firm is not involved early on, there are no checks and balances of the hiring efforts, and thus it could be easy for the portfolio company to get started down a path that is not compatible with the vision of the PE firm.

PE firms play a vital role in the selection of a CFO, especially because hiring a CFO can be very stressful and it is not uncommon for a portfolio CEO to seek assistance in the process. Not everyone understands finance, especially in the context of private equity, so oftentimes portfolio companies end up needing guidance on how to assess the technical merits of a candidate.

Being knowledgeable about the expectations of the CFO by PE firms, as well as understanding how to include all stakeholders in the hiring process, leads to finding a more successful CFO who will not only accomplish what needs to be done in the short term, but will be able to keep up with the company as it grows. By using a search partner that truly understands the role and the nuances, private equity firms can avoid needing to conduct CFO searches multiple times.

180one Portfolio Companies

We’ve been proud to partner with the following companies that are backed by Private Equity firms:

How to Conduct an Effective Confidential Search

Tue, 18 Jan 2022 18:05:07 GMT

Psst…. we’re hiring

There are countless reasons why organizations suddenly have open positions. Perhaps rapid growth is cause for a new role, or maybe an individual is promoted or moves within or outside of their organization. These are, for the most part, positive and common reasons that a position needs to be filled, and the search and recruitment process that follows tends to be relatively straightforward. However, when the reasons for an open position are cause for a confidential search, the methods and sequencing of activities can get a bit more complicated, and oftentimes we find that our clients dread this scenario.

When a Confidential Search is the Right Approach

First things first, it needs to be determined if a situation requires a confidential search, or if a traditional search approach can be conducted. We have found there to be three main scenarios that tend to warrant a confidential approach:

Someone is retiring or transitioning out of their role and the organization wants to minimize the uncertainty with the internal team and related third parties until a successor candidate is identified and secured.
The role is very strategic, and the organization does not want their competitors or other third parties to be aware of this new position (e.g. upcoming acquisition, new geography or new business unit).
The incumbent has a performance issue and the organization does not want to risk the incumbent departing before the successor has been secured.

The Drawbacks of Conducting a Confidential Search

While there might be business reasons to conduct a confidential search, they are accompanied with a few drawbacks that impact either the timeliness and/or quality of the search. Not being able to disclose the company to candidates at the beginning of the search tends to result in fewer qualified candidates being interested.

A job is what you do, an organization is why you do it.

The best candidates are selective, and they want to do research on the organization to ensure they are investing their time wisely. Candidates are typically drawn to an organization first, before then being drawn to the job. By not being able to disclose the company, hiring managers find that some great candidates are often reluctant to advance their candidacy.

Another drawback surfaces in the scenario where the incumbent has performance issues and the organization plans to terminate them once a successor is identified. Prospective candidates could easily interpret this as a sign that the hiring organization has an inability to manage and/or communicate with their employees, thus questioning why they would ever put them self in that position. Is that their potential future?

Modifications of the Search Process

Despite the drawbacks a confidential search places on the search process, there are some modifications that can be incorporated to help offset those negative impacts—so don’t be alarmed.

Understanding the role: The front end of the recruitment is the same as in a standard search with respect to gaining an understanding of the need for the role, figuring out how to define success and the creation of any candidate assessment or evaluation templates. These are always tailored for each search, a confidential search being no exception.

Sourcing: The methods which an organization utilizes to identify candidates is the phase of a confidential search that gets impacted the most. Typical practices might involve modifying the sequencing of discussions with a prospective candidate.

If the organization’s need for a confidential search will expire on a certain date, 180one has found it effective to continue reaching out to candidates in a timely manner, but then to schedule follow up calls with prospective candidates at a time when we can disclose. This approach uses the silent period to at least gauge interest, while not wasting time with detailed conversations until more meaningful information can be shared.
If the organization’s reasoning for a confidential search is based on a low performing incumbent, the utilization of an ND&A with a prospective candidate, or only disclosing information to a small group of qualified and interested candidates is a good work around.
Additionally, focusing on sourcing candidates out of the area can help mitigate the internal team or incumbent finding out through their channels that there is a search being conducted.

Job Postings: This one is a bit more obvious, but if an organization relies on job postings, or distributing the position amongst their network, the position description must be scrubbed from any identifiers that could disclose the hiring organization. PRO-TIP: Do not use past position descriptions as they tend to have a similar format, use common vernacular or acronyms that could ultimately leave a fingerprint of the organization. These candidates are smart, and it doesn’t take much to put the pieces together!

Research/Targeting : It is nearly impossible for an internal recruiter to conduct a confidential search without immediately giving away the company’s identity, thus it is imperative that a third party recruiting firm is utilized. A recruiting firm’s arms-length relationship with the hiring organization tends to create enough of a buffer to protect the anonymity of the client, thus the recruiters merely need to eliminate certain talking points that would reveal too much information about the organization.

Conducting an Effective & Efficient Confidential Search

The entire goal of running a confidential search is to protect the organization’s anonymity while identifying the right candidate(s) and maintaining the momentum of the organization’s initiatives, all in a timely manner. It is important for an organization to understand that candidate pools are typically smaller in a confidential search, especially in a tight labor market, but it is not impossible to find a great candidate if the search is setup and thoroughly thought out.

There is no reason that a confidential search needs to be any less effective than a traditional search and leveraging the expertise from those who have the experience in conducting confidential searches could be the most valuable first step of the process.

Ready to hire a retained search firm? Feel free to contact 180one and we’d be happy to assist!

How to Maximize Benefits of Behavioral Assessment Tests in the Hiring Process

Mon, 17 Jan 2022 23:46:39 GMT

This article is the first in 180one’s two-part series looking at behavioral assessment testing as part of the hiring process.

Hiring managers know there’s no perfect process for selecting the best candidate for a job, so it makes sense to utilize all the tools you can access to improve that process. At 180one, we’re finding that organizations are increasingly using behavioral assessment tests, often also referred to as personality tests, to help evaluate the suitability and predicted performance of high-level job candidates.

These tests can be a valuable resource, but they don’t paint a full or completely accurate picture on their own of a candidate’s ability to succeed in a job. When looking at indicators for success, research shows that in the hiring process, the general interview provides a 15% measure of success, and reference checks are about 7%, while cognitive or behavioral assessments are 25-30% effective.

Data suggests that these assessments have an important role to play as a tool leading to a great hire. There’s a wide range of test styles to choose from, at a range of price points, and taking a behavioral test today is a much more automated process than when they were first used in industrial settings.

Leading Behavioral Assessment Tools

The most popular and high-profile tests being used by hiring managers today include the following:

Hogan – Hogan’s tagline is “The Science of Personality,” and they offer a suite of business-based assessments for hiring and development. Their cornerstone assessment, the Hogan Personality Inventory (HPI), identifies qualities that describe how an employee will relate to others when they are at their best, and gives insight into how people work, how they lead, and how successful they will be. Hogan assessments are used by many Fortune 500 companies, including Intel, McDonald’s, Merck, GM, Microsoft and Cisco.

DISC – DISC’s accessibility and ease of plugging in results to success models makes it one of the most widely used workplace behavioral assessment tools today, and it’s also the one with the earliest origins. It was first developed in the 1920s by William Moulton Marston (also the inventor of the first lie detector and the creator of Wonder Woman). Marston theorized that the behavioral expression of emotions in relationship to environment could be categorized into four primary types: Dominance (D), Inducement or Influence (I), Submission or Steadiness (S), and Compliance (C). DISC assessments are also used by many Fortune 500 companies, particularly within management, including General Electric, Chevron and Walmart.

Wonderlic – The Wonderlic Personnel Test (WPT-R) helps measure general mental ability, which it touts as being widely accepted as one of the single best predictors of job success. The Wonderlic “Wonscore” assesses and ranks potential employees in the areas scientifically proven to predict job performance: Cognitive ability + motivation + personality. The NFL uses Wonderlic to assess their quarterbacks – it’s a timed test and can evaluate a person’s ability to make quick decisions without knowing all the options.

Myers-Briggs – the Myers-Briggs Type Indicator (MBTI) continues to be the most widely used personality test worldwide, although it has a different role than behavioral assessments in predicting success in the workplace. MBTI personality testing includes behavior, traits and character, and is based on psychologist Carl Jung’s model of “Psychological Types.” His belief was that every person has an innate desire to grow, and part of that growth comes from understanding, individually, how we operate in the world.

How Behavioral Assessment Tools Can Miss the Mark

In the early days of behavioral assessments for work, the candidate or employee would take the test, then an industrial psychologist or other trained analyst would scrutinize the test to identify behaviors especially suited or contrary to job benchmarks. (We’ll look at how job benchmarks help interpret test results in part 2 of this series.)

Today, because almost all popular behavioral assessment tests are administered online, and some are free, there’s a likelihood that the person(s) evaluating a candidate’s behavioral test results may not have much training or experience in how to interpret the information and relate it to other factors significant to predicting job performance and success.

The Nielson Group, which specializes in work-based behavioral assessment testing, has found some common mistakes organizations and hiring managers make in using behavioral style assessments when they don’t have training on how to best use the results.

Tests such as DISC, Wonderlic, or Myers-Briggs can be valuable tools, but these tests won’t be a significant indicator if they are the only tool a company uses to assess a person’s talent and fit. The complexity of determining talent and fit includes other important elements that need to be considered for hiring and developing employees.

Mistake #1: Behavioral assessment test results will tell you who will be a superstar performer or a low performer

Probably the most common error made in using a behavior-based assessment model occurs when someone assumes that it explains who will succeed or fail in a job. Most behavioral assessment tests only measure common behavioral tendencies — not skills, not motivators, not the ability to make quick decisions and good judgment.

A single behavioral assessment without companion tools and analysis does not predict job success — a “best” behavioral job profile for a position can be identified but is not appropriate as the only criteria to consider. Organizational research has shown that in general, any type of behavioral style can succeed in any type of profession, including leadership positions. It’s important to remember a behavioral style is only one part of the picture and there are many other elements that affect job performance.

Mistake #2: Behavioral style assessments are complete personality profiles appropriate for selection and development

While behavioral assessment tools such as DISC and Wonderlic explore traits within someone’s personality, the term “personality” encompasses much more than the scope of a behavioral assessment test. A complete talent profile is much more than behavior, and includes facets like values, beliefs, the ability to make good judgments and quick decisions, sense of humor, character, ethics, emotional maturity, thinking preferences, soft skills, and communication style. A behavioral assessment test is not a complete measure of who someone is, but simply one aspect of what makes a person unique: how we prefer to act and communicate in a certain situation.

Mistake #3: The hiring manager uses anecdotal data to determine what type of personality would be successful in a given role.

You can get the “right” result, meaning the result you’re looking for, from a test, but are you getting the right person for the job? For example, the “driver” personality is the most over-sought trait hiring leaders look for across all jobs and functions. However, an office full of Type A personalities can create havoc on any organization. Understanding the true personality required for a given role by considering other factors such as emotional intelligence, business acumen, and underlying core motivators, as well as considering other employees’ test results or industry statistics for the profession is critical.

Key takeaways on behavioral assessment tools

With the variety of assessment tools available, it’s important to identify what specific information you want to glean from a test, then research the types of tests in order to choose one (or more) that most closely aligns with your hiring needs.

For example, one test type may work better for you in identifying strong leadership traits your organization needs now, such as Hogan, and another may serve you better in looking at how someone will integrate into a team and their potential to develop into a leadership role, such as DISC.

Maximizing the efficacy of these tests requires experience in analyzing the results, so you’ll get the most out of a behavioral assessment when you partner with a trained user of the assessment tool. They can interpret test results with specific knowledge of your organization’s needs along with comparative data from other organizations with similar needs.

In part 2 of this series, we’ll look at how behavioral assessment tests and results are used in practice: At what stages hiring managers use them in the recruitment and interview processes, and the benefits and drawbacks of that timing; how to use test results in the interview process; and how to use them for onboarding and creating employee development plans.

Behavioral Assessment Tests: Best Practices in the Hiring Process

Mon, 17 Jan 2022 23:36:58 GMT

This article is the second in 180one’s two-part series looking at behavioral assessment testing as part of the hiring process.

In part one of our series on using behavior assessment testing in the hiring process, we looked at different types of behavioral assessment tests and how organizations are increasingly using them to help evaluate the suitability and predicted performance of high-level job candidates. (You can revisit that article here .) Following the publication of that article, we conducted a survey with 180one clients to learn if and how they are currently using behavior assessment testing. Those survey results guide part two of the series, as we look at best practices for using these tests in the hiring process and after.

Question: Does your current or past organization use any sort of personality or behavioral assessment when interviewing candidates?
Survey results: Yes – 100%

This is consistent with the latest Candidate Experience Report from Talent Board , a nonprofit that studies best hiring practices from the prospective employee’s point of view. Their 2018 analysis showed that close to 90% of organizations surveyed use assessment testing in the hiring process, and two types stood out with a significant increase in use: 1) job simulations that help assess how a candidate might perform on the job, and 2) culture fit assessments that identify how well potential new hires will assimilate into the organization.

Question: Which type/style of assessment does your organization use? (such as, Hogan, DISC Wonderlic, Myers-Briggs, etcetera)?
Survey results : All of the above are used by many of our respondents, as well as a variety of specialized and industry-specific tests. Most respondents use a paid platform for testing and results analysis, although a few noted they’ve used free online testing such as Myers-Briggs and DISC basic.

Question: For what level of candidates does your organization use the assessments?
Survey results: All employees – 20%, Managers and above – 60%, Executives – 20%

With the broad scope of test types and high rate of usage across employment levels, it’s important to keep in mind that Equal Employment Opportunity Commission guidelines state it is the responsibility of the employer to ensure that selection tests, including behavioral assessments, are reliable and valid, yielding consistent results that predict success on the job.

The Society for Human Resource Management (SHRM) emphasizes that if a company can’t clearly demonstrate reliability and validity of an assessment test, the company is vulnerable to discrimination claims. Even if you use a testing service that provides documentation supporting the validity of a test, SHRM says the specific employer still has to be able to demonstrate the test is job-related and its results appropriate for the employer’s purpose.

EEOC guidelines on testing include:

Employers should administer tests and other selection procedures without regard to race, color, national origin, sex, religion, age (40 or older), or disability.
Employers are responsible for ensuring that behavioral assessment tests and other selection procedures are properly validated for the positions and purposes for which they are used.
Employers should ensure that tests and selection procedures are not adopted casually by managers who know little about these processes. No test or selection procedure should be implemented before or after hiring without an understanding of its effectiveness and limitations for the organization, its appropriateness for a specific job, and whether it can be appropriately administered and scored.

Question: At what point of the interview process are you using the assessment?
Survey results : After initial phone screen – 20%, After first interview – 40%, After second interview – 20%, Right before offer – 20%

First, it’s important to consider that the most effective hiring processes address your company’s needs, not likes, and the type and timing of assessment should support those needs. “Today you want innovation and growth to be competitive, and that can’t happen in a monolithic culture,” says Stephen Shapiro, the author of four books on workplace innovation . “You need to make sure you hire people with a broad range of styles, so instead of weeding out people that don’t fit, the recognition today is that different roles require different characteristics.”

With that in mind, there’s general consensus among recruiting firms and assessment analysts that in-depth assessment testing occur mid-process – after an initial screening and the first or second interview. And testing at this stage tests can yield valuable information that can reshape a job or even re-think a department.

Assessment and talent acquisition company PSI Select International points out that a company can also create a streamlined and in-depth interview structure that can serve as a supporting behavioral assessment tool in the hiring process. Creating a behavior-driven list of questions asked of all candidates gives the hiring manager a level playing field for assessing them, allowing better determination of the motivational fit of each candidate, and avoiding common interview bias pitfalls. (We’ve got a series on interview bias on our “Water Cooler” blog .)

Question: Are the results of the assessment used as a sole determination of Interview/No Interview, or Hire/No Hire decisions?
Survey results: Yes – 10%, No – 90%

Not using an assessment test as the only determination for making a decision about a candidate is consistent with the recommendations of most behavioral and occupational assessment companies. Carol Buckner, a director with assessment firm Birkman International, has found that companies using behavioral assessments need to give more attention to implementing a policy around the specific use of these tests in the selection process.

Buckner outlines four major points to keep in mind when using behavioral assessments during the hiring process:

Use assessment results as one piece of the puzzle, giving it no more or less weight than the interview, past experience, or resumé.
Use assessments in a consistent manner. One suggestion is to have all finalists for a position complete the assessment prior to a follow-up interview. Never selectively choose to give an assessment to only one of the three final candidates, as this creates bias.
Never specifically reference the assessment results with candidates. Do use the results to develop behavioral questions you can ask in the follow-up interview in order to gain more knowledge about potential hires.
Never make a hiring decision based solely on an assessment result.

Question: Why does your organization use assessments?
Survey results: Hiring/prescreening – 20%, Understanding team dynamics – 20%, Both – 60%

To get the greatest return on investment in assessments, Birkman International’s approach to designing and administering behavioral tests is the belief that high-performing employees need 1) passion to feel satisfied and motivated, 2) technical skills to accomplish tasks, and 3) a high degree of self and others awareness to navigate interpersonal dynamics.

A high-performing hire will continue to have these needs, and some behavior assessment testing analysts have determined that there is a greater ROI when using these tests after hiring to determine key motivators, to develop situationally appropriate benchmarks for success, and to build diverse, high-performing work teams.

The Society for Human Resource Management finds that although there’s not a simple measure of performance effectiveness for groups, there is a general understanding of what makes an effective group work: talent, skills, shared purpose and goals, performance ethics, incentives and motivation, effectiveness, leadership, conflict, communication, power and empowerment, and norms and standards. Utilizing an assessment tool will help you identify behavioral traits unique to each person that also support a successful team.

The Future of Behavior Assessments

The upward trend in the use of behavior assessment testing underscores that there’s not one “right profile” that guarantees success in a particular job or within an organization. And the range of test options continues to grow – in addition to the most well-known behavior assessments tests and administrators we looked at in part one of this series , SHRM alone lists almost 80 additional industry- and goals-specific organizations offering assessment tools and consulting.

If your organization is ever interested in gaining more insight into behavioral assessments and if / how they should be included in the hiring process, 180one will be a great resource for you. Whether we advise you directly or get you connected somewhere within our broad network, we are always happy to help you and your organization conquer your goals.

Helping You Navigate Through This Pandemic

Mon, 17 Jan 2022 23:21:41 GMT

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

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

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

The Planning Framework

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

Available Federal Programs - Families First & CARES Acts

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

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

Tax Man

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

Recruiting in This New Normal

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

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

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

Planning is Important

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

Sleep Well!
~Greg

How to Successfully Recruit & Interview During COVID-19

Mon, 17 Jan 2022 23:16:38 GMT

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.

OFD Foods Selects New Sales Director

Wed, 12 Jan 2022 21:19:55 GMT

180one recently partnered with OFD Foods to help them identify and fill an individual to lead the company’s sales teams. Check back soon for more details!

About the Company

Founded in 1963 and headquartered in Albany, Oregon, OFD Foods, LLC (“OFD”) is the largest and most technologically advanced freeze dryer in the country, freeze-drying a wide variety of foods and other products for numerous end markets, in its facilities in Oregon and New York.

OFD freeze-dries fully cooked entrees and high-value food, supplements and pharmaceutical ingredients. Much of the Company’s work is B2B or contract based, for large health and nutrition, food and ingredients companies, and for the US Military. OFD also has a growing consumer brand, Mountain House, which is freeze-dried entrees for the camping and personal food storage markets. These branded packaged meals are formulated, processed and packaged in the Company’s own facilities.

OFD’s growth will be driven by (a) its brand - Mountain House and other newly created branded launches (B2C), (b) high-value health and nutrition products (probiotics, other live cultures, etc.) (B2B), and (c) growing military offerings and contracts.

OFD is majority owned by Endeavour Capital, a Portland, Oregon based private investment firm, with offices in Portland, Seattle, WA, Los Angeles, CA and Denver, CO. Endeavour has a 30-year track record of partnering with great Western-U.S. based companies and supporting their growth and evolution over a 5-10 year timeframe. Endeavour does not believe in using high leverage in order to allow a company and its management substantial room for re-investment for growth. The core of Endeavour’s philosophy is stewardship - it believes in leaving companies in even better condition than when it arrived.

OFD’s organizational mission, vision, and guiding principles:

Get it done together
Care about each other
Passionate and proud
Dare to make a difference
Help our customers win
Do the right thing

OFD’s organizational purpose: “We create solutions that improve lives through the science and craft of lyophilization/freeze drying.”

Jewett Cameron Company Selects New VP of Fulfillment

Mon, 10 Jan 2022 21:15:26 GMT

180one recently formed a successful partnership with Jewett-Cameron Company, culminating in the placement of a new VP of Fulfillment.

Established in Oregon in 1953, Jewett Cameron Company (JCC) is dedicated to creating premium and innovative products in the fencing, pet home, and outdoor living sectors. The organization is deeply rooted in principles such as craftsmanship, stewardship, and legacy, which serve as the guiding ethos across all facets of the business. This commitment is evident not only in their product development but also in their investments in their team, partners, environment, and the communities they engage with.

JCC's portfolio includes esteemed brands like Lucky Dog, Lifetime Fence, and Spring Gardener. Congratulations to Jewett-Cameron on securing a new VP of Fulfillment!

Organically Grown Company Selects New CEO

Mon, 10 Jan 2022 21:09:44 GMT

180one recently partnered with Organically Grown Company to help them identify and select a new CEO to lead the company. Check back soon for more details!

About the Company

Systainer Systems NA Selects New Business Unit President

Sat, 01 Jan 2022 21:04:06 GMT

180one recently partnered with Systainer Systems NA to help them identify a General Manager to lead this unique joint venture. Check back soon for more details!

Company Background

The Bott Group is a European market leader of Premium Workshop and Vehicle Enhancement Equipment for B2B, encompassing Listed Corporations and International Fleet Operators right through to Professional Technicians and Tradesmen. With a strengthening market position in Europe, Bott has increased its global footprint in recent years with successful representations in Australia, South
Korea, Singapore and Mexico. The Bott Group generates an annual revenue of USD $175 million with about 1300 employees.

TTS / Festool offers high quality, high performance power tool systems and solutions for professional craftsmen in specific trades. Festool has seen rapid growth over the past years both in Europe and in North America. We strive to offer products and solutions to our customers, that help them get their jobs done faster and more profitably. TTS / Festool generates about USD 700 million in sales with about 3000 employees worldwide.

The Company

TTS / Festool and Bott are currently establishing a joint venture company named Systainer Systems North America LLC that develops and drives the sales and distribution of:

a) Smartvan in-vehicle equipment (mainly via a new US-specific online configurator – refer to UK version www.bottsmartvan.co.uk
b) Tanos plastic container and Systainer systems for professional and industrial customers ( www.tanosus.com ) ( www.systainer3.com )

The two brands with their respective product offerings are forming a one-stop-shop end-user proposition based on synergic solutions that become increasingly system relevant for customers within the following customer segments:

a) craftsman like carpenters, re-modellers, wood workers, painters and decorators (typical Festool users)
b) qualified tradesmen like electricians, plumbers and heating, air-conditioning and ventilation engineers / fitters.
c) mobile service technicians working in industries like forklift trucks, construction
machinery, elevators, wind turbines, etc.

Furthermore, each brand will promote its products for other typical customer segments. The company projects an annual sales volume of USD $20 million, including 3.000 sets of in-vehicle equipment within the next 5+ years.

Oregon Tool Selects New President of Concrete Cutting & Finishing

Wed, 01 Dec 2021 20:59:05 GMT

180one recently partnered with Oregon Tool to help them identify and select a new President to lead the company’s CCF business unit. Check back soon for more details!

About the Company

Oregon Tool is a global manufacturer and marketer of replacement parts, equipment, and accessories for the forestry, lawn, and garden; farm, ranch, and agriculture; and concrete cutting and finishing markets. Oregon Tool sells its products in more than 110 countries around the world.

As a leader in innovation and quality, Oregon Tool produces saw chains, bars and sprockets that are well respected in the chainsaw and forestry industries and outdoor equipment accessories and parts for the garden and landscape industry. In fact, Oregon Tool is the market leader in manufacturing saw chain and guide bars for chainsaws.

As a diversified company, Oregon Tool also manufactures concrete chain saws and diamond chain, which have revolutionized concrete cutting in the construction industry. As the world leader in Diamond Chain Technology™, these products are offered under the ICS® brand, known worldwide for its industry-leading innovations. ICS pioneered Diamond Chain Technology™ so that professionals and homeowners have tools that will cut through the toughest stuff ever made. Our concrete-cutting diamond chains are designed and manufactured in Portland, Oregon. All ICS chains can be used with our best-in-class guide bars and powerheads to give you a cutting system that can plunge cut up to 25 inches deep with clean corners and no overcuts.

Due to internal promotion we are excited to search for the next President of the Concrete, Cutting and Finishing unit of Oregon Tool. This is a premium product category with significant strategic position and contributions to overall organizational success.

A-dec Selects New Technology Leader

Fri, 05 Nov 2021 21:02:44 GMT

180one recently partnered with A-dec to help them run a recruiting process to identify an individual to lead the company’s technology function. Check back soon for more details!

About the Company

Head on over to our Placements/Opportunities page to see what else we’ve been working on!

Quickbox Has Selected a New Chief Executive Officer

Mon, 01 Nov 2021 22:01:40 GMT

180one recently partnered with Quickbox to help them identify and select a new Chief Executive Officer. Check back soon for more details!

About the Company

FAST order fulfillment and client services help support your thriving e-commerce business. QuickBox (the “Company”) works quickly and efficiently to pack your orders the same day and quickly deliver orders to your customers, positively impacting your customer service experience and driving repeat business. In the fast-paced world of e-commerce sales, the QB team also works quickly to find solutions to your daily fulfillment and inventory needs so that you can focus on other important business aspects.

FRIENDLY customer service with your team and for your customers. The QB customer service team understands that friendship is a valuable part of any successful partnership. Here your team is considered a friend that we’ll support through all initiatives. This friendly service is especially important when your customer needs additional support.

ACCURATE inventory management and order fulfillment to inform your product production and consistently deliver customers precisely what they want. The success of your business is dependent on your ability to accurately fill the orders you generate. The QB team is 99.98% accurate in order fulfillment. Your inventory is also closely monitored so that you can manage product overhead appropriately.

Western Pacific Selects New HR Leader

Thu, 21 Oct 2021 18:39:14 GMT

180one recently partnered with Western Pacific to help them identify and fill a new role for an individual to lead the company’s human resources function. Check back soon for more details!

About the Company

Mission: “To supply quality products on time to new home builders”

Established in 1991, Western Pacific has grown to be the leading supplier of quality millwork, doors, and windows for professional home builders in the Western United States.

With a team of more than 400 employees spread across the Western United States we continue to innovate and grow so that we can provide the best products and service to our customers.

Relay Resources Selects New VP of Housing

Fri, 08 Oct 2021 20:50:56 GMT

180one recently partnered with Relay Resources to help them identify and select an individual to lead the organization’s Housing segment. Check back soon for more details!

About the Organization

Since its beginnings over 65 years ago, Relay Resources has evolved from a forward-thinking school for disabled children to a thriving industry leader with a progressive approach. Relay Resources is a 501(c)3 nonprofit organization focused on cultivating meaningful work for people with disabilities through diversified business lines that provide employees with technical skills to help them earn a living wage. Relay Resources trains people not just to work, but to work toward creating an independent, productive, and rewarding lifestyle for themselves. Relay’s employees’ desire to succeed is reflected in their on-the-job performance. They are not just completing tasks but more importantly working to transform their lives. As a result, their customers benefit from employees who are fully committed and take pride in their work, which makes for great results.

About Housing & Property Management

Relay Resources first foray into housing was driven by the need to provide a safe and independent living option for children as they grew into adulthood. Over time, Relay’s portfolio has expanded to include different sub-portfolios with different funding sources and compliance requirements.

Today, Relay develops, owns, and operates 898 units of affordable housing, primarily in East Portland. Housing and Property Management (HPM) is the second largest of their five social enterprises. The HPM team includes 25 people in the roles of community managers, building monitors and maintenance technicians.

Axiometrix Solutions Selects New VP of Marketing

Mon, 27 Sep 2021 20:45:38 GMT

180one recently partnered with Axiometrix Solutions to help them identify and select an individual to lead the company’s marketing function. Check back soon for more details!

About the Company

Axiometrix Solutions is a leading provider in the test and measurement space. Our customers span the world and can be found in most technology-intensive industries including electronics, aerospace, automotive and audiology. Axiometrix Solutions consists of a strong group of well-established brands that have served customers for over 35 years. Today, we are a global business with locations in North America, Europe and Asia, along with authorized partners and representation in more than 35 countries. Our three main product lines are industry-leading brands in each of their respective segments: Audio Precision, GRAS Sound & Vibration, and imc Test & Measurement.

Salt & Straw Selects New VP of Manufacturing

Tue, 21 Sep 2021 18:57:07 GMT

180one recently partnered with Salt & Straw to help them identify and select an individual to lead the company’s manufacturing organization. Check back soon for more details!

About the Company

Salt & Straw is about more than just ice cream. We make taste-provoking ice cream, by-hand, in our Portland kitchen. We are known for the most passionate, expert and kind team, providing out-of-this-world hospitality. This does not happen by accident. As the VP of Manufacturing, you play an important role in how we create the unbelievable and show up generously across all company touchpoints with our team, our partners and our community.

About the Position

Based on growth plans of Salt & Straw and the need to continue to meet increasing demand for ice cream, the VP of Manufacturing will ensure we hit our production targets efficiently and safely at both current and future manufacturing locations (expecting to open new production facilities in coming years). Responsible for strategic and tactical direction of our production teams, help Salt & Straw make the transition from manufacturing in a kitchen-based environment to a production-based environment, better positioned to support our strong growth trajectory, while protecting what we are known for: quality, small batch ice cream.

You will ensure we produce only high-quality ice cream, prevent unplanned outages of ice cream across our business units, and uphold our standards of excellence and hospitality. This is a key leader within Salt & Straw who is critical to creating a culture of operational excellence within our manufacturing facilities. The VP of Manufacturing is an impressive problem solver, highly skilled in creating the best processes to achieve our goals, ensuring production at all facilities is completed in-full and on-time, safely, and meeting the quality expectations, while following company GMPs and policies. They are passionate about training and developing our team members, and while this is a leadership role, the VP of Manufacturing should be prepared to spend time within our kitchen facilities. They build and sustain the most supportive and collaborative culture that the team enjoys and flourishes in.

Oregon Tool Welcomes New VP of Retail Sales

Wed, 15 Sep 2021 19:44:49 GMT

180one congratulates Oregon Tool on the recent appointment of Kim Stamper as their new Vice President of North American Retail Sales. Founded in 1947 in Portland, Oregon, Oregon Tool has grown from a small family-run saw chain operation to an international designer, manufacturer, and marketer of precision cutting tools, equipment, and accessories for consumers and professionals in more than 110 countries. Together, we seek to make the world a better place by offering the best brands and products for professional-grade precision cutting tools and equipment for global-end business segments.

Kim is an experienced Sales Director with a demonstrated history of working in the consumer goods industry driving growth and profitability. She is skilled in Retail and OEM Strategy, Sales Operations, Team Building, Pricing Strategy, Forecasting, Supply and Demand Management, Innovation and Channel Management. A strong sales professional, Kim holds a Bachelor’s degree focused in Business Administration and Management from Cardinal Stritch University.

180one enjoyed partnering with Oregon Tool on this critical role, and we wish Kim all the best in her new role!

Motivational Fulfillment & Logistics Services Selects New CFO

Tue, 14 Sep 2021 19:42:29 GMT

About the Company

SYSTEMS – MFALS has fully developed order processing, warehouse management and reporting systems, including EDI data exchange. All systems are proprietary and highly customizable.
VERSATILITY – MFALS handles retail shipments, kitting, reworks, HEAVY Black Friday and Cyber-Monday volume, Club sales, Direct-to-Consumer shipments, refurbishing, and much more.
ADAPTABILITY – MFALS responds to client’s needs, guarantees same-day shipments on D2C orders, kitting approximately 900k units a quarter, storing overflow containers, and much more.
LOCATION – MFALS has 4 fully operational warehouses located just 5 minutes from one and other in Chino, CA. Located just 40 minutes from the Ports of Los Angeles and Long Beach.
SCALABILITY – MFALS manages a staff of more than 500 full-time employees, operating 24/7 when necessary to meet our client’s demands.

Pike Street Capital Welcomes New Operating Partner

Fri, 03 Sep 2021 19:40:36 GMT

180one congratulates Pike Street Capital , a Seattle based firm that manages a private equity fund focused on growth buyouts in industrial technology in the lower middle market, on the recent appointment of Carissa Abbott as their new Operating Partner.

“Carissa brings a strategic background and additional experiences that will provide tremendous value to the portfolio,” said Paul Caragher, Partner at Pike Street Capital. “We’re committed to growing and developing our investments, and she’ll be a key resource for our management teams. It’s really exciting to continue to add high-caliber talent to the team.”

Prior to joining Pike Street, Carissa was a Principal Product Manager at Amazon Web Services, where she led the strategy of AWS’ expansion in Europe. She brings extensive strategy, project management, and technical experience, having previously held leadership roles at Expedia Group and McKinsey & Company. She holds a BA in Political Science from Yale University and an MBA from the Wharton School, University of Pennsylvania.

180one enjoyed partnering with Pike Street on this critical role, and we wish Carissa all the best in her new role!

SawStop Selects New National Sales Director

Wed, 01 Sep 2021 19:38:17 GMT

About the Company

SawStop is a technology-differentiated company that has become the world leader in premium table saws and accessories. SawStop’s saws are equipped Active Injury Mitigation (AIM), a technology the company pioneered. AIM detects contact between the user and the blade and deploys a brake to stop the blade in less than 5 milliseconds, avoiding serious injury.

SawStop’s AIM technology was invented by Steve Gass, a lifelong woodworker with a Ph.D. in physics. Dr. Gass, along with three colleagues, founded SawStop in 2000 to commercialize the technology. Working from Dr. Gass’ barn/shop, the founders created a new table saw incorporating AIM technology as well as many other improvements. That saw was an immediate success when released in late 2004 and the company has since essentially taken over the industrial table saw market. SawStop now has over 120,000 saws in the field and has documentation of over 5,000 fingers saved by SawStop saws.

SawStop was founded by patent attorneys with backgrounds in science and engineering. The company has received over 100 US and foreign patents to date and continues to file and enforce new patents on the inventions created through its ongoing R&D. SawStop focuses on premium quality woodworking products with an emphasis on safety. The company is uniquely positioned to grow, redoubling its focus on product innovation and industry leading quality.

In July 2017, a family-owned German power tool company, TTS Tooltechnic Systems, purchased SawStop. TTS was founded in 1925 and is respected around the world for their innovation, quality, and gold-standard market position. TTS (and their largest company, Festool) has a long and proven record of precision high-tech products. SawStop and Festool each focus on premier products in their respective markets and have minimal product overlap.

SawStop’s history has taken it from humble beginnings to North American dominance. SawStop has achieved this success quickly by creating market differentiation through better design and safer technology. By joining TTS, SawStop now has the ability to significantly expand market reach and product scope going forward.

Galt Foundation Selects New Director of Sales & Marketing

Tue, 31 Aug 2021 19:36:27 GMT

180one recently partnered with Galt Foundation to search for Director of Sales & Marketing. Check back soon for the details!

About the Organization

Galt is a non-profit employment company that matches great organizations with motivated employees. Our mission is to provide, promote, and expand employment opportunities for individuals with disabilities. We are a powerful resource and a sensible business solution with a win-win attitude. Galt Foundation accomplishes our mission through professional staffing service contracts, primarily with public agencies. Our objective is to work toward a diverse and inclusive employment community that leads to self-sufficiency and decreases reliance on tax supported programs and services.

Birch Infrastructure Selects New Director PMO

Wed, 25 Aug 2021 19:34:11 GMT

1 80one recently partnered with Birch Infrastructure to conduct a search for a Director PMO. Check back soon for more details!

Who we are

Founded in 2018, Birch Infrastructure PBLLC, develops, structures, owns and operates utility infrastructure to serve mission critical, hyperscale data centers. Birch is the first company focused exclusively on addressing the utility needs of colocation and hyperscale data center providers. The cloud is quickly outgrowing the available capacity of existing infrastructure. To serve multi-hundred MW loads, new infrastructure must be built; however the timeline to develop infrastructure is incompatible with cloud growth rates.

To ensure cloud providers have the infrastructure they need, when they need it, Birch develops infrastructure specific to the needs of data centers. By developing sites and addressing the long lead-time items ahead of the customer’s demand signal, Birch provides shovel ready sites with pre-negotiated utility agreements. Birch also ensures availability of renewable energy and water capacity required for the data center’s long-term growth. Birch mitigates regulatory uncertainty by owning the assets and providing long-term fixed price utility contracts Birch develops renewable energy and data center infrastructure projects across the United States.

Birch is an employee-owned, public benefit company (a public benefit company is a corporate status for companies that aim to make a positive impact on society and the environment in addition to earning a profit) and is committed to minimizing environmental impact and contributing to the economic development of rural communities in which the company operates. Birch has worked hard to build a collaborative organization where decision making is decentralized, and employees are empowered to innovate.

Warn Automotive Selects New Director of Operational Excellence

Fri, 20 Aug 2021 19:31:31 GMT

180one recently partnered with Warn Automotive to search for a Director of Operational Excellence. Stay tuned for details!

About the Company

NW Natural Selects New Senior Director of Corporate Communications

Tue, 17 Aug 2021 19:29:36 GMT

180one recently partnered with NW Natural , one of the Pacific Northwest’s leading utility companies, to search for a Senior Director of Corporate Communications. Stay tuned for details!

About the Company

At NW Natural, we like to say, “We grew up here.” We’ve been an energy supplier and community leader since 1859. Some of our neighbors know us through our philanthropy and volunteer programs and innovative approaches to carbon reduction.

Our customers know us because of the clean, safe, efficient, and low-cost energy we provide. We are a service-oriented utility, with a “Best in the West” customer satisfaction ranking.

If you share our core values – integrity, safety, service ethic, caring and environmental stewardship – we invite you to apply to NW Natural.

Resilient Infrastructure Group Selects New Corporate Controller

Thu, 12 Aug 2021 19:27:00 GMT

180one recently partnered with Resilient Infrastructure Group , a company that invests in the development, construction, and management of water and wastewater infrastructure assets, across North America, to search for a Corporate Controller to help strengthen their accounting team. Details coming soon!

Company Overview

Resilient Infrastructure Group invests in the development, construction, and management of water and wastewater infrastructure assets, across North America. Resilient is a portfolio company of Partners Group, a leading global private markets firm with over $145 billion invested across private equity, private real estate, private debt and private infrastructure on behalf of its clients globally.

Resilient is growing and we are strengthening our internal accounting team with a Corporate Controller that will have significant upward mobility opportunities and that is based in our headquarters in Portland, Oregon.

Les Schwab Welcomes New Director of Pricing

Tue, 10 Aug 2021 18:33:50 GMT

180one congratulates Les Schwab on the recent appointment of Robert Young as their new Director of Pricing. Founded in 1952 by Les Schwab, this organization has grown into among the largest independent tire retailers in the US with operations in 10 states, 500 locations and over 7,000 employees. We continue to grow and innovate in both products and services, and Les Schwab Tires offers a unique opportunity to help us bring more value to our customers and create growth for the company through the addition of this new Director of Pricing to our corporate team.

Robert is an experienced Pricing Specialist with a demonstrated history of working in the automotive industry. He is a strong media and communication professional with a MBA degree focused in Business, Management, Marketing, and Related Support Services from Walsh University. Robert brings over 20 years of experience to the Les Schwab team, having spent his career thus far working his way up at The Goodyear Tire & Rubber Company.

180one enjoyed partnering with Les Schwab on this critical role, and we wish Robert all the best in his new role!

Powin Energy Selects New Chief Human Resources Officer

Mon, 09 Aug 2021 19:22:04 GMT

Ever want to ride a rocket ship? Ever want to do hard work that will make a REAL difference in the world? Do you want to solve some of the most difficult problems with a team of exceptional players at a company that does not believe in impossible?

Powin Energy Corporation is a leading producer of a utility scale modular battery energy storage system (complete with a patented, advanced, cloud-based monitoring/control system). That means we build power plants out of batteries that put coal and gas generators out of business and enable sustainable viability for renewable energy sources like solar and wind. Powin is, and will continue to be, one of a handful of companies that will provide the equipment necessary to make this happen. Powin has distinct competitive advantages: cost-effectiveness; reliability; scalability; ease of deployment; and operational sophistication.

Every day we work to ensure that we maintain these competitive advantages and our position as a global leader in providing turnkey, battery energy storage solutions for utility-scale, commercial and industrial, and microgrid applications. After four years of demonstrating the benefits of Powin’s technology – Powin is now entering a stage of rapid growth with a forecasted 2021 revenue of nearly $500MM.

Birch Infrastructure Welcomes New Data Leader

Tue, 03 Aug 2021 19:19:25 GMT

180one congratulates Birch Infrastructure on the recent appointment of Justin Stanley as their new Data Leader. Birch is an employee-owned, public benefit company (a public benefit company is a corporate status for companies that aim to make a positive impact on society and the environment in addition to earning a profit) and is committed to minimizing environmental impact and contributing to the economic development of rural communities in which the company operates. Birch has worked hard to build a collaborative organization where decision making is decentralized, and employees are empowered to innovate.

Justin brings many years of experience in data science and research to the Birch team. He has worked for companies such as the Campbell Group, Jive Software, and, most recently, he served as the Principal Data Scientist for ZoomInfo. He also has an impressive list of educational endeavors, receiving his Master of Information and Data Science from UC Berkeley, his MBA from Portland State University, and his BA in Management Information Systems from Washington State University. Justin will certainly be an excellent and valuable addition to the team over at Birch.

180one enjoyed partnering with Birch on this critical role!

Oregon Fruit Products Welcomes New CFO

Wed, 28 Jul 2021 23:35:09 GMT

180one congratulates Oregon Fruit Products on the recent appointment of Tom Christensen as their Chief Financial Officer. Oregon Fruit Products is a fast growing, family-owned business that offers a complete line of canned, frozen, and aseptically packaged fruit for consumers, foodservice operators, brewers, and ingredient customers. Their high-quality, focus on the customer, as well as their product development capabilities are what attracts customers.

Tom is a results-oriented and highly accomplished finance and accounting leader with 15+ years of progressive leadership experience. He leads strategic initiatives, drives profitability, develops staff, communicates skillfully, and evaluates and takes appropriate risks. He also has significant experience leading financial due diligence for M&A activity. With a Big 4 background, Tom has spent the last 8 years with Oregon Potato Company, where he started as an Accounting

Manager and left as the Director of Finance & Accounting. Tom will make an excellent addition to the leadership team.

180one enjoyed partnering with Oregon Fruit Products on this critical search, and we are excited for Tom and his new role!

Trailblazer Foods Selects New VP of Operations

Thu, 15 Jul 2021 18:31:47 GMT

180one recently partnered with Trailblazer Foods , a producer of branded, co-pack and private-label products here in Portland, to conduct a search for a new Vice President of Operations. Details coming soon!

Company Summary

Inspired by the rich agricultural bounty of the Pacific Northwest, Trailblazer Foods was incorporated in 1984. Today, the company produces branded, co-pack and private-label products in many core grocery categories including; preserves and jellies, table syrups, sweetened flaked and shredded coconut, drink mixes, Italian syrups, food service pie filling and glazes, and savory sauces and marinades. Its customers include; Kroger, Safeway, Costco, Walmart, Sam’s Club, UNFI, Topco, Boyd Coffee, ConAgra Foods and others.

Columbia Sportswear Selects New Director of North America Finance

Tue, 13 Jul 2021 23:35:12 GMT

180one recently partnered with Columbia Sportswear Company to conduct a search for a new Director of North America Finance. Check back soon for more details!

The Company

As a leader in the global active lifestyle apparel, footwear, accessories and equipment industry, Columbia Sportswear Company has assembled a portfolio of brands dedicated to connecting active people with their passions. In addition to the Columbia brand, Columbia Sportswear Company also owns the Mountain Hardwear, SOREL and prAna brands.

Founded in 1938 as a small hat company in Portland, Oregon, Columbia Sportswear Company today has grown into an industry icon with almost $3 billion in annual sales. As a global company, its brands are now sold in approximately 90 countries.

Former Chairman Gert Boyle was at the helm for nearly 50 years, and her “Tough Mother” persona helped Columbia grow into the global sportswear brand it is today.

Back in 1938, Gert’s parents were immigrants who fled Nazi Germany and settled in Portland, where they purchased a small hat manufacturer, naming it the Columbia Hat Company after one of their new home’s iconic rivers. This humble beginning marked a newfound freedom and a fresh start for the family. The business eventually passed from Gert’s father to her husband Neal, and then to Gert herself when she went from housewife to executive overnight after Neal’s sudden passing in 1970. Today, Gert’s son Tim Boyle is Columbia Sportswear Company’s longtime President and CEO, and her grandson Joe Boyle serves as Columbia Brand President.

Still based in Portland, Oregon, the company is dedicated to making no-nonsense apparel, footwear and accessories to keep consumers warm, dry, cool and protected — no matter what. Defined by its innovative gear, Pacific Northwest heritage, irreverent spirit and family business ethos, Columbia’s products continue to gain worldwide recognition, enabling them to unlock the outdoors for everyone.

Willamette Dental Welcomes New Director of Facilities

Tue, 29 Jun 2021 23:35:12 GMT

180one congratulates Willamette Dental Group on the recent appointment of Steve Dering as their Director of Facilities. Willamette Dental is the largest multi-specialty group dental practice in the Pacific Northwest, with more than 50 office locations in Oregon, Idaho, and Washington. WDG is a family of companies that provides a combination of dental care services, dental insurance, and business management and administrative services in OR, WA and ID.

Steve has roughly 20 years of experience in operations and facilities management. He has spent the last 13 or so years as the Director of Facilities for Comcast Cable in Beaverton, Oregon, where he was responsible for real estate transactions, facilities, and fleet management.

180one always enjoys partnering with Willamette Dental, and we are excited for Steve to join the team!

Willamette Dental Welcomes New Director of Facilities

Tue, 29 Jun 2021 18:28:24 GMT

180one always enjoys partnering with Willamette Dental, and we are excited for Steve to join the team!

Learning.com Welcomes New CFO

Wed, 16 Jun 2021 18:23:35 GMT

180one congratulates Learning.com on the recent appointment of Sean Sullivan as the Chief Financial Officer. Learning.com is a national leader in providing digital literacy solutions that help prepare students for online assessments, school, college and their future careers. The company offers a complete digital literacy curriculum for grades K-8 that engages students as they develop critical skills such as keyboarding, business applications, online safety, computational thinking and coding. Founded in 1999, Learning.com currently partners with one in six U.S. school districts and serves more than 4 million students each year.

Sean is a business strategy, finance, and operations executive known for providing innovative solutions and tangible results in complex scenarios. He has a background in diverse industries including various technology sectors, mineral exploration, identity management, real estate development, investment management, retail services and petroleum refining and distribution. Sean spent many years at EID Passport / SureID, and most recently served as the CFO & EVP at Fortior Solutions.

180one enjoyed partnering with Learning.com on this critical finance search, and we wish Sean the best in his new role!

The Portland Timbers Welcome New Senior VP of Finance

Mon, 10 May 2021 23:35:15 GMT

180one congratulates The Portland Timbers on the recent appointment of Sarah Keane as the Senior VP of Finance. Soccer has been part of Portland’s culture since the 1970s and it continues to grow each year. As the league’s 18th team that began competing in MLS in 2011, the Timbers play their home games at Providence Park, an approximately 22,000-seat stadium in downtown Portland.

With over ten years of experience in nonprofit and government finance, Sarah brings a lot to the table as she starts her new role with the Timbers. She has worked with many meaningful and exciting organizations in the Portland area, including the Oregon Food Bank, the Oregon Zoo, New Avenues for Youth, and she also served for a year in the AmeriCorps.

180one always enjoys partnering with The Timbers, and we are excited for Sarah to join their awesome team!

Willamette Dental Welcomes New Director of Operations - Southern Oregon

Fri, 30 Apr 2021 23:35:15 GMT

180one congratulates Willamette Dental Group (WDG) on the recent appointment of Thom King as the Director of Operations for Southern Oregon. WDG has become the largest multi-specialty group dental practice in the Pacific Northwest, with more than 50 office locations in Oregon, Idaho, and Washington. WDG is a family of companies that provides a combination of dental care services, dental insurance, and business management and administrative services in OR, WA and ID.

Thom has spent nearly 20 years working in the health and wellness industry, most recently serving as the Clinical Operations Officer and Executive Director of the Community Health Center of Benton and Linn Counties. His experience will be a valuable addition to the WDG team.

180one enjoyed partnering once again with Willamette Dental on this critical search, and we wish Thom all the best in his new role!

Western Pacific Welcomes New IT Leader

Fri, 16 Apr 2021 23:35:18 GMT

180one congratulates Western Pacific on the recent appointment of John Hengstler as the Director of IT. Established in 1991, Western Pacific has grown to be the leading supplier of quality millwork, doors, and windows for professional home builders in the Western United States. With a team of more than 350 employees spread across the Western United States we continue to innovate and grow so that we can provide the best products and service to our customers.

Hailing from Portland State University, John is an accomplished IT Leader with expertise and a proven track record of success in creating and improving strong Information Technology departments. Most recently, he was the IT Manager at Western Forest Products, where he spent nearly 7 years. He is focused on Training and Mentoring business leaders and staff in new technologies for business process improvement, to be accountable and empowered to affect change and adapt to changing situations.

180one enjoyed partnering with Western Pacific on this critical search, and we wish John all the best in his new role!

Quickbox Has Welcomed a New Chief Operations Officer

Thu, 18 Mar 2021 22:18:01 GMT

180one recently partnered with Quickbox to help them identify and select a new Chief Operations Officer. Check back soon for more details!

About the Company

A-dec Welcomes New Chief Financial Officer

Tue, 09 Mar 2021 00:35:19 GMT

180one congratulates A-dec on the recent appointment of Mike Highland as Chief Financial Officer. A-dec is the premium leader in the dental equipment industry designing and manufacturing products that range from dental chairs, lights, to cabinets. A global organization with over 1300 employees, and headquartered in Newberg, Oregon, A-dec’s family values have attributed to their commitment to the Newberg community, Oregon State University, and its employees through various investments and programs.

Mike has excelled in his leadership roles over the years, working at companies such as Tripwire, ChannelForce, Mobile Technologies and, most recently, PacStar Communications. Mike will certainly bring valuable experience to the team at A-dec and we are looking forward to seeing him in this role.

180one was proud to partner with A-dec on this critical CFO search, and we wish Mike all the best in his new role!

Pelton Shepherd Welcomes New VP of Human Resources

Fri, 19 Feb 2021 22:34:37 GMT

180one congratulates Pelton Shepherd , producer of ice refrigerate and gel refrigerate packs for the commercial cold chain packaging and healthcare industries, on the recent appointment of Bart Spence as the new Vice President of Human Resources. With multiple specialized product lines — and available custom solutions — Pelton is proud to be the refrigerant supplier of choice for their partners in food service and pharmaceuticals.

Bart is an accomplished human resource leader with nearly 30 years of experience in the field. Since serving in the Navy for 4 years, Bart has worked with a handful of great companies including BBSI, Pacific Coast Producers, and Ralcorp Frozen Bakery Products. He is a passionate leader and we know he will be a wonderful addition to the Pelton team.

180one enjoyed partnering with Pelton Shepherd on this important VP search and we wish Bart all the best in his new role!

Seguin Moreau Welcomes New Finance Leader

Thu, 18 Feb 2021 22:34:38 GMT

180one congratulates Seguin Moreau Napa Cooperage on the recent appointment of Rick Kline as their Director of Finance. Seguin Moreau continues to build on nearly two centuries of tradition and more than four decades of pioneering oenological research, consistently delivering top-quality oak barrels. Their Napa, California facility adjoins Highway 12 and Highway 29, where they work with North America’s greatest wineries, distilleries and breweries, providing a complete range of barrels, foudres and oak alternatives.

Rick brings along many years of experience in global process standardization, financial modeling, accounting, auditing, business case development and analysis, bankruptcy and reorganization. He is a results driven Finance Leader able to quickly assess situations to accelerate performance through improved processes, optimized use of tools and enhanced teamwork. After nearly 15 years at General Motors, Rick has begun his journey at Seguin Moreau and we are very excited for him.

180one enjoyed partnering with Seguin Moreau on this important search and we wish Rick all the best in his new role!

Galt Foundation Welcomes New Head of Operations

Fri, 05 Feb 2021 22:34:40 GMT

180one congratulates Galt Foundation on the appointment of Elsa Lemoine as the new Head of Operations. Galt Foundation provides, promotes, and expands employment opportunities for individuals with disabilities.

Most recently, Elsa was the Portfolio & Governance Director at the Multnomah Athletic Club, where she led a new business unit executed on the strategic plan. Prior to that, she worked with organizations such as the Mountain Park Home Owners Association, City Club at River Ranch, and the Hilton in San Francisco. Elsa takes great pride in building and leading large-scale collaborative teams and community organizations that deliver premium customer experiences and is excited to put her years of relevant experience to work.

180one enjoyed partnering with Galt on this important search and we wish Elsa all the best in her new role!

Firestone Pacific Foods Selects New CFO

Wed, 16 Dec 2020 19:19:37 GMT

180one recently partnered with Firestone Pacific Foods , a top-tier, efficient processor of frozen fruit that has earned a strong reputation in the market for quality and food safety, to conduct a search for a Chief Financial Officer. Stay tuned for the details!

About the Company:

Firestone Pacific Foods (FPF) is a top-tier, efficient processor of frozen fruit that has earned a strong reputation in the market for quality and food safety. FPF has sales relationships with leading US and international food retailers and US food service companies. The company is well positioned to achieve high double-digit annual growth in the highest growth frozen fruit category sub-segments including organic, private label and blended berry products.

The Firestone Family began farming in the Vancouver, WA, in 1896. We are a fully integrated grower processing operation for domestic and export fruit customers. Our fruit is harvested at the peak of ripeness, processed in our state-of-the art facility, and packed for shipment, ensuring quality in every product from the farm where it was grown to the finished bag in the consumer’s freezer.

Powin Energy Welcomes New VP of Global Services

Fri, 04 Dec 2020 19:16:08 GMT

180one congratulates Powin Energy on the recent appointment of Adrian Wilkins as their new Vice President of Global Services. Powin Energy Corporation is a leading producer of a utility scale modular battery energy storage system (complete with a patented, advanced, cloud-based monitoring/control system).

Adrian brings with him 28 years of operational experience in a wide variety of roles from site-based field service to product line management, having successfully delivered the most complex projects and programs for internal and external customers in a global business environment. His international experience, particularly with Siemens Energy, is one of many things that will make him a great addition to the Powin team.

Congratulations to Powin Energy on this excellent hire!

Vontier Welcomes New Director of Sustainability

Thu, 03 Dec 2020 19:13:40 GMT

180one congratulates Vontier on the appointment of Nate Shepley Streed as their Global Director of Sustainability. Vontier is a global company focused on transportation and mobility. Their portfolio includes industry-leading expertise in smart cities, mobility infrastructure, retail and commercial fueling, fleet management, and vehicle maintenance and repair. These innovative companies are leading the way to smarter transportation for a growing, connected world.

Nate is a Sustainability Leader with more than 10 years of experience building and leading sustainability and corporate responsibility programs to minimize risk, improve global competitiveness, protect the company’s reputation, and build shareholder value. Throughout his career, he has played a leading role in helping modern companies determine how to communicate their values through sustainability programs. Having made a great impact at his past companies, including Kroger and Chobani, we are excited to see what Nate will bring to Vontier.

180one was proud to partner with Vontier on this critical new hire and we wish Nate all the best with his new role!

SawStop Welcomes New VP of Finance

Fri, 20 Nov 2020 19:09:13 GMT

180one congratulates SawStop on the appointment of Scott Edwards as the new Vice President of Finance. SawStop is a technology-differentiated company that has become the world leader in premium table saws and accessories. SawStop’s saws are equipped Active Injury Mitigation (AIM), a technology the company pioneered. AIM detects contact between the user and the blade and deploys a brake to stop the blade in less than 5 milliseconds, avoiding serious injury.

Scott is a finance professional having spent over 20 years in FP&A and corporate finance functions. An experienced financial business partner in a broad area of functions including Sales, Marketing, Manufacturing, Engineering, IS, HR and Accounting, Scott has a strong understanding of how all facets of a business operate and interconnect.

180one enjoyed partnering with SawStop on this important Vice President search and we are excited for Scott to take on this new role!

Festool Welcomes New VP of Marketing

Thu, 19 Nov 2020 19:07:01 GMT

180one congratulates Festool on the recent appointment of Clint Chapman as their new Vice President of Marketing.

A brand leader with expertise in leveraging consumer insights to drive brand strategy, product development, media/advertising, and retail marketing programs, Clint has built his career working with companies such as Georgia-Pacific, THQ, and, most recently, Hasbro. He is known as a hardworking, innovative, and enthusiastic team player, and Festool is lucky to have him join their team.

180one enjoyed partnering with Festool on this exciting VP search and we wish Clint all the best in this new role!

Powin Energy Welcomes New VP of Manufacturing

Fri, 13 Nov 2020 19:04:07 GMT

180one congratulates Powin Energy on the recent appointment of Gary Starr as their new Vice President of Manufacturing. Powin Energy Corporation is a leading producer of a utility scale modular battery energy storage system (complete with a patented, advanced, cloud-based monitoring/control system).

Gary brings with him more than 25 years of manufacturing and supply chain leadership experience to the role. Having worked with many great companies in his career such as HP, Tektronix, SolarWorld, Erickson Inc and, most recently, Phillips HealthTech, Gary is a resourceful team leader with the skill to leverage exceptional cross-functional behavior competencies and the capacity to multitask in a fast-paced environment, manage competing priorities with ease and make quick, effective decisions.

Congratulations to Powin Energy on this excellent hire!

Instrument Welcomes New Director of Finance

Mon, 02 Nov 2020 19:01:39 GMT

180one congratulates Instrument on the recent appointment of John Baxley as the new Director of Finance. Instrument is a digital brand and experience innovation company headquartered in Portland, Oregon with an additional office in New York City. Beyond websites and applications, Instrument makes interactive environments and deliver innovative user experiences.

After studying Accounting and Marketing at Whitworth University, John spent a few years at Moss Adams before working his way up at Pacific Seafood, where he remained up until this move to Instrument.

180one enjoyed partnering with Instrument on this important Director search and we wish John all the best in this new role!

Warn Automotive Welcomes New Director of Supply Chain

Mon, 05 Oct 2020 17:58:19 GMT

180one congratulates Warn Automotive on the appointment of Gilbert Melgoza as the new Supply Chain Director. Warn Automotive is proud to be a company of Vehicle Service Group (VSG) within the Engineered Systems segment of Dover Corporation. The design and manufacture mechanical and electronic disconnects, decoupling devices, and torque transfer systems within powertrains/drivetrains. You can find their products on vehicles ranging from heavy trucks and pickups to SUVs and passenger cars.

An experienced Supply Chain Leader with a demonstrated history of working in the manufacturing industry, Gilbert will make a great addition to the Warn Auto team. Starting his career down in California post-grad, he eventually moved up to Oregon in late 2015 to work for Meggitt as their procurement manager. Most recently, Gilbert was the Senior Supply Chain Manager at PCC Structurals.

180one enjoyed partnering with Warn Auto on this important Director search and we wish Gilbert all the best in his new role!

R&H Construction Welcomes New CFO

Thu, 10 Sep 2020 17:55:59 GMT

180one congratulates R&H Construction on the appointment of Ryan Brady as the new Chief Financial Officer. R&H has been building successful commercial construction projects throughout the Pacific Northwest since 1979. Locally owned and operated, R&H specializes in adding value to complex, quality driven and time sensitive jobs. With a diverse portfolio ranging from small remodels and tenant improvements to the construction of large-scale corporate headquarters, multifamily complexes and retail developments, R&H takes an individualized approach to each job, while upholding our company-wide commitment to providing the highest level of service and quality.

Ryan joins the team with 15+ years of experience in the finance and accounting world. Since his time in the US Navy, he has worked with many of Portland’s great companies such as Intel, Planar Systems, Qorvo Inc. and Act-On Software. Most recently, Ryan was the CFO at Rigado.

180one enjoyed partnering with R&H on this important CFO search and we wish Ryan all the best in his new role!

CereVasc Welcomes New Director of Clinical Development

Mon, 07 Sep 2020 17:52:45 GMT

180one congratulates CereVasc on the appointment of Janelle Arrambide as the Director of Clinical Development. CereVasc is a medical device company focused on the development of novel, minimally invasive treatments for patients with neurological diseases. The Company’s first product, the eShunt™ System, has been developed to treat hydrocephalus, a potentially life-threatening disease also known as “water on the brain.” The eShunt System has the potential to disrupt a 60-year-old standard of care that is fraught with high failure and complication rates that typically result in patients requiring multiple revision surgeries over the span of their treatment.

Janelle brings very relevant Class III medical device experience to CereVasc in the fields of neurosurgery and drug delivery and has an impressive track record of accomplishing clinical milestones. With a robust background in clinical trial management, Janelle will be an excellent addition to the CereVasc team during this critical stage in their evolution.

180one was proud to partner with CereVasc on this critical new hire and we wish Janelle all the best with her new role!

Princeton Property Management Welcomes New Director of Business Development

Thu, 03 Sep 2020 17:49:51 GMT

180one congratulates Princeton Property on the recent appointment of Danalee Corso as Director of Business Development. PPM has been in business for more than 35 years and is among the largest providers of apartment management in Oregon and SW Washington serving approximately 10,000 rental units on behalf of its clients. Princeton provides a larger manager-to-property ratio than most professional property management firms that allows its portfolio managers to spend more “hands on” time on each property.

Danalee joins PPM with nearly 15 years of experience in the real estate world, most recently serving as a Senior Broker with Marcus & Millichap here in Portland. She specializes in business development, advisory of acquisition and management of multi-family real estate investments. As an entrepreneur and a former international pro beach volleyball player and national team coach, Danalee uses her business acumen, competitiveness and teaching skills to advise clients on how to create and preserve their wealth. Her passion within real estate includes RE investment, development, short-term rentals, and value-add rehab/renovation.

Congratulations to Princeton Property on this important hire and we are excited to see Danalee join the PPM team!

Kinco Welcomes New Director of Operations

Tue, 11 Aug 2020 17:44:57 GMT

180one congratulates Kinco on the appointment of Chris Elkins as the new Director of Operations. Kinco is a second generation family owned company which manufactures and sells quality lined, unlined, cut resistant, coated, and disposable gloves. Their team is a dedicated, hard working, and passionate group that strives to not only to maintain quality and innovation in our gloves, but also to provide the best possible customer experience.

Chris is a strategic leader with 20+ years of experience building growth businesses, combining big company knowledge and experience with an entrepreneurial, hands-on approach. Through implementation of S&OP practices, leading system integrations, establishing fulfillment and logistics partners and processes, Chris has been part of businesses that range from pre-revenue start-ups to publicly traded multi-nationals. He is a strategic thinker, with a deep belief that a well-designed long-term strategy and plan drives successful short-term tactics and initiatives.

180one enjoyed partnering with Kinco on this Director search and we are excited to see Chris join the leadership team!

180one's Year in Review: 2019+

Wed, 05 Aug 2020 20:10:22 GMT

In addition to our annual look back at the previous year, we have included some of the impacts that Covid-19 has had on the market As always, we are grateful for the opportunity to work with such wonderful clients each year and we look forward to future partnerships!

Power Systems West Welcomes New President

Thu, 23 Jul 2020 17:41:15 GMT

180one congratulates Power Systems West on their successful search and hiring of Brad Lyons as their new President. Based in Portland, Oregon, Power Systems West is an authorized KOHLER distributor, offering total system integration. From diesel and gaseous generators to transfer switches, switchgear, controls, and all related accessories, they ensure every part of your power system is engineered to work together.

With his MBA from Loyola University Chicago and his BS from Purdue, Brad has been in the power industry for nearly 20 years. Most recently, he was the VP of Sales & Service at Palmer Johnson Power Systems based in Hayward, CA.

180one enjoyed partnering with Power Systems West and we are excited to see Brad take on this new role!

OFD Foods Welcomes New CFO

Mon, 20 Jul 2020 21:26:54 GMT

180one congratulates OFD Foods on the recent appointment of Tom Lock as Chief Financial Officer. OFD is the world’s technological leader in freeze-drying and the largest independent freeze-dryer in North America. The Company freeze-dries a broad variety of products, some with highly technical specifications, including foods, pharmaceutical ingredients, specialty chemicals, medical devices, cultured organisms and other sensitive biological materials.

Tom is an accomplished senior finance professional who has repeatedly brought leadership and organizational excellence to all aspects of Finance and Supply Chain functions. He has delivered significant shareholder value to the full gamut of ownership structures including public, family-owned, and private companies. He is particularly experienced in consumer products (FMCG); established in companies ranging from Large to Small Cap; and has an ideal private equity portfolio CFO and COO profile. Tom is accomplished internationally with global team and European operations leadership experiences, as well as speaks fluent German and French. His roll-up-the-sleeves style and bias for collaboration compliment Tom’s belief in the value-creating benefits of cross-functional work.

180one enjoyed partnering once again with OFD Foods on this important CFO search and we wish Tom all the best in this new role!

You can learn more about OFD at the following websites:

OFD Foods | Mountain House | Easy Meal Food Service

Hydra-Power Systems Welcomes New Director of Finance

Fri, 01 May 2020 17:27:30 GMT

180one recently partnered with Hydra-Power Systems (HPS) on the recent appointment of Mike Bruno as Director of Finance & Accounting. Since 1970, HPS has specialized in the distribution of high quality hydraulic and pneumatic components and the design and manufacturing of Hydraulic Manifolds, Power Units and Custom Hydraulic Equipment. HPS provides products and services to customers in all industries including, but not limited to, industrial, marine, mining, agriculture, construction and forest products. With over 100 employees, HPS is headquartered in Portland, Oregon and has a regional office in Birmingham, Alabama.

Mike is a collaborative and insightful business partner, combining his background as a controller with his extensive business / financial planning experience for startups and Fortune 500 companies. Before becoming the controller for Pacific Seafood and Precision Castparts, Mike spent 17 years gaining excellent experience in leadership roles at Nike. He is inspirational in mentoring, developing, and managing top-performing financial teams, and he will make a valuable addition to the HPS team.

180one always enjoys partnering with Hydra-Power Systems and are excited to see Mike in his new role!

Herb Pharm Welcomes a New CFO

Thu, 30 Apr 2020 17:22:24 GMT

180one congratulates Herb Pharm on the recent appointment of Karla Wright Hayden as Chief Financial Officer. Herb Pharm was established in March of 1979 in a pristine mountain valley in Williams, OR. From the beginning, their mission has been unwavering: “We are committed to providing the highest quality herbal products possible, educating people on the safe and effective use of medicinal herbs and inspiring a love for plants and respect for nature.”

Karla has a very broad range of experience in various business environments and corporate structures ranging from privately held to multinational conglomerates. She has excelled in her leadership roles over the years, working at companies such as Honeywell, WGI Heavy Minerals and, most recently, Plummer Forest Products. Karla will without a doubt bring valuable experience with her to the Herb Pharm team and we are looking forward to seeing her thrive.

180one was proud to partner with Herb Pharm on this critical CFO search, and we wish Karla all the best in her new role!

SawStop Welcomes New VP of Supply Chain

Wed, 29 Apr 2020 17:17:51 GMT

180one congratulates SawStop on the appointment of Scott Oberg as the new Vice President of Supply Chain. SawStop is a technology-differentiated company that has become the world leader in premium table saws and accessories. SawStop’s saws are equipped Active Injury Mitigation (AIM), a technology the company pioneered. AIM detects contact between the user and the blade and deploys a brake to stop the blade in less than 5 milliseconds, avoiding serious injury.

With 20+ years of progressive worldwide supply chain, planning & global sourcing leadership experience, Scott is a proven leader with great ability. Since receiving his MBA from the University of Portland, he has spent his career working with some stellar companies: Intel, Stanley Black & Decker, Tektronix, Core Health & Fitness and, most recently, Warn Industries.

180one enjoyed partnering with SawStop on this important Vice President search and we wish Scott all the best in his new role!

Commerce Properties Welcomes New Director of Operations

Fri, 24 Apr 2020 17:11:27 GMT

180one congratulates Commerce Properties on the appointment of Danny Jacques as the new Director of Operations. In business for over 70 years, Commerce Properties owns and manages some of Portland’s finest apartment properties including Vista St. Clair, Oriel, Celio, and Summer Creek. They also own two retail centers, Apple Way Corner and Apple Way Market. Commerce Properties is a value-based organization that lives by 4 values: Integrity, Do It Right, Service, and Economic Stewardship. These values guide how they treat people and determine how they make decisions, interact with others, and plan for the future.

Danny is a dynamic leader with more than 18 years of experience, having built his career in guiding multi-unit operations, stakeholder relations and high-performance team building. Since graduating with his BS in Business Management from Colorado State University, Danny has been gaining valuable experience in leadership roles at Walgreens.

180one enjoyed partnering with Commerce Properties on this Director search and we are excited to see Danny join the Commerce team!

Viper Northwest Welcomes New VP of Sales & Marketing

Thu, 09 Apr 2020 17:07:03 GMT

180one congratulates Viper Northwest on the recent appointment of Donald Wright as their new VP of Sales & Marketing. Viper Northwest is a precision, quick response, build-to-print manufacturing organization, making precision fabricated and machined parts and assemblies for satisfied customers since 1985.

Donald takes the leadership, work ethic, integrity and drive for excellence he built as a military veteran and compliments it with nearly 20 years of honed skills in multiple industry sales communications and relationship building. This knowledge and experience gives Donald the combination for success as a top performing sales leader. He has deep loyalties to both company and customer and rocks an entrepreneurial spirit that allows him to be passionate in making the best possible choices to bring the two together. Donald has worked with great companies such as Gerber Legendary Blades and Crimson Trace Corporation, and will no doubt make a great addition to the Viper Northwest Leadership team.

180one enjoyed partnering with Viper Northwest on this exciting Vice President search and we wish Donald great success in this new role!

NW Natural Welcomes New Managing Director of Business Development

Wed, 18 Mar 2020 17:02:44 GMT

180one congratulates NW Natural on the recent appointment of Dave Gioia as the Managing Director of Business Development. NW Natural, a business that started with 49 customers in one square mile of Portland, now serves more than 700,000 homes and businesses in 107 communities in Oregon and Southwest Washington.

With his MBA from University of Michigan and his BS in International Politics from Georgetown University, Dave is an accomplished corporate development and strategy leader. The most significant part of Dave’s career thus far has been spent at Blount International, reporting directly to the CEO and COO and taking on a range of leadership roles critical to the company’s growth agenda.

180one was proud to partner once again with NW Natural on this search for their Business Development Leader, and we are excited for Dave as he joins the team!

OFD Foods Welcomes New Chief Executive Officer

Thu, 27 Feb 2020 23:11:09 GMT

180one congratulates OFD Foods on their successful search and hiring of Joe Folds as their new Chief Executive Officer. Based in Albany, Oregon, OFD Foods (OFD) is one of the largest and most technically sophisticated freeze-dryers in the country, freeze-drying a wide variety of foods and other products for numerous end markets, in its facilities in Albany, Oregon. The Company’s Mission is to enhance people’ s lives by using their technology to make adventures, health and nutrition better.

Joe has had a fruitful, nearly 25-year career with Campbell Soup Company and its subsidiaries, holding an impressive number of executive leadership roles through the years, domestically and internationally. Most recently, Joe was the President of Pacific Foods here in Oregon, which perfectly situated and prepared him for this wonderful opportunity.

180one always enjoys partnering with OFD Foods and we are excited to see Joe take on this new role!

Fortive Welcomes New Director of Sustainability

Wed, 26 Feb 2020 23:08:42 GMT

180one congratulates Fortive on the appointment of Alexis Fuge as Director of Sustainability. Fortive’s successful separation from Danaher in 2016 gave them a unique opportunity to focus on essential technology businesses driving exciting innovation in field instrumentation, transportation, sensing, product realization, automation and specialty, and franchise distribution.

With a background in environmental policy, economics and regulatory compliance management, Alexis balances policy requirements, practical realities, sustainability trends and external expectations to guide the sustainability strategy. From Policy Analyst to Sustainability Engagement Manager, Alexis has held many exciting roles with organizations such as The Environmental Defense Fund, Northrup Grumman and, most recently, Amazon Web Services.

180one was proud to partner with Fortive on this critical new hire and we wish Alexis all the best with her new role!

4G Clinical Welcomes New VP Accounts & Channels

Tue, 04 Feb 2020 23:05:41 GMT

180one congratulates 4G Clinical on the recent selection of Josh Soldati as the new Vice President of Accounts and Channels. 4G Clinical is a leader in randomization and trial supply management (RTSM) for the global life sciences industry, offering the only fully cloud-based, 100% configurable and flexible solution utilizing natural language processing (NLP) and integrated supply forecasting.

Josh has over 25 years of experience in high tech building deep client relationships and driving growth through high impact channel programs. With a bachelor’s degree in liberal arts from Columbia University, Josh has a passion for leveraging technology innovations to deliver breakthrough business outcomes. He spent many valuable years at Cognizant in a variety of leadership roles before making his way over to 4G, and we are excited to see him in this new role.

180one enjoyed partnering with 4G Clinical on this search!

Fortive Welcomes New Corporate Director of Finance & Reporting

Thu, 09 Jan 2020 23:05:06 GMT

180one recently partnered with Fortive to conduct a search for a Corporate Director of Finance & Reporting. We always enjoy working with Fortive and wish them the best with their new hire!

About the Company

Fortive is a new company with deep roots. Our portfolio is built with strong brands that are established leaders in the markets they serve. Our operating companies have long histories of solving customers’ critical needs. We originated from the $20B Danaher Corporation, bringing a committed leadership team and a powerful toolset for continuous improvement along, but our story is really just beginning.

Our successful separation from Danaher in July 2016 gave us a unique opportunity to focus on essential technology businesses driving exciting innovation in field instrumentation, transportation, sensing, product realization, automation and specialty, and franchise distribution. Our diverse teams around the globe are united by a shared culture and led by a uniquely qualified and experienced executive team.

Our customers and the technologies they depend on are moving faster than ever before. This rapid rate of change creates a world filled with exciting new opportunities, from precision sensors to the Internet of Things. We are more committed than ever to moving essential technologies forward.

At Fortive, we believe in growth. We take on big challenges; we are honest about what’s working and what isn’t, and we work hard to innovate and get better. With a passionate focus on our markets and our customers, we work together to make a genuine difference in the world. We know the only way to achieve these aspirations is though our people — great people equipped with proven tools and an environment that enables them to seize opportunities, imagine the next breakthrough, and create the next innovation.

SawStop Welcomes New Director of Marketing

Thu, 19 Dec 2019 23:02:20 GMT

180one congratulates SawStop , a technology-focused company that has become the world leader in premium table saws and accessories, on the appointment of Laurie Barton as the new Director of Marketing. The company is uniquely positioned to grow, redoubling its focus on product innovation and industry leading quality.

A proud graduate of Ohio State University and the University of Oregon, Laurie received her Bachelor’s in Marketing and her MBA in Management, respectively. Over the last 17 years she has worked for a handful of companies, such as The Marketing Arm and Microsoft, holding a variety of different roles. Most recently, Laurie was the Director of Global Brand Marketing & Communications at Blount International.

180one enjoyed partnering with SawStop on this exciting director search and we wish Laurie all the best in her new role!

Columbia Sportswear Welcomes New VP of FP&A

Tue, 17 Dec 2019 23:00:32 GMT

180one congratulates Columbia Sportswear on the recent appointment of Chris Valladares as Vice President of Financial Planning & Analysis. As a leader in the global active lifestyle apparel, footwear, accessories and equipment industry, Columbia Sportswear Company has assembled a portfolio of brands dedicated to connecting active people with their passions. In addition to the Columbia brand, Columbia Sportswear Company also owns the Mountain Hardwear, SOREL and prAna brands.

Since graduating with an Economics degree from UC Berkeley, Chris has spent the last 20 or so years growing his finance career at companies such as Gap, Inc and McKesson. He brings with him a proven track record of driving global financial projects, affecting change in business operations, leading financial planning processes and developing effective world class teams.

180one enjoyed partnering with Columbia Sportswear on this important VP search and we wish Chris all the best in this new role!

Clark College Welcomes New VP of Diversity, Equity, & Inclusion

Fri, 13 Dec 2019 23:00:00 GMT

180one congratulates Clark College on the recent appointment of Rashida Willard as Vice President of Diversity, Equity, & Inclusion Officer. Clark College is a student-centered, comprehensive, and innovative college, committed to teaching excellence that advances the life-long educational development of its students while strengthening the economic, social, and cultural life of its diverse community. The college promotes student success by providing high-quality, flexible, accessible educational programs and services, inclusion and global awareness; and acting as a catalyst and collaborator for a vibrant region.

Rashida is a highly accomplished college administrator with progressive experience in the development and oversight of educational initiatives. She will no doubt bring to this new role the appropriate leadership, inspiration, effective communication, flexibility, and creativity that will support diversity and equity in such areas as student and employee recruitment and retention, student success, professional development, academic curriculum diversity, and college climate.

180one wishes Clark College and Rashida all the best!!

Portland Bottling Company Welcomes New CEO

Thu, 12 Dec 2019 22:58:15 GMT

Portland Bottling Company on their successful search and hiring of Jack Ehren as their new Chief Executive Officer. Operating modern and efficient state-of-the-art automated beverage line equipment, PBC offers specialty co-packing services in a wide variety of aluminum can sizes to leading and independent companies and brands. Products are distributed both domestically and internationally primarily throughout the Western United States and Canada.

Jack is a seasoned business, operations and finance orientated executive with over 30 years of accomplishment in global high-tech business operations, manufacturing, finance and public accounting. He has spent his career using culture, strategic planning, partnerships, best-in-class operational practices and business analysis to drive continuous improvement and results. Over the last 30 years, Jack has held a variety of senior leadership roles at impressive companies such as Sunlite Plastics, Planar Systems and, most recently, at Key Technology, Inc.

180one was proud to partner with Portland Bottling Co. on this important leadership role, and we are excited to see Jack take on this new role!

Terra Dynamics Welcomes New CEO

Thu, 05 Dec 2019 22:54:36 GMT

180one congratulates Terra Dynamics on their successful search for a new Chief Executive Officer. Terra Dynamics (“TDI”) is a leading light civil / landscape construction contractor that has served Washington State’s public and private sector for more than 35 years. With a strong track record in public works, a commitment to quality, performance and safety, TDI is considered one of the finest contractors in the industry. TDI leads the industry in innovation, application, technology and performance.

With 25 years of construction experience in tunneling, heavy civil, commercial construction and environmental remediation, Jon brings very relevant and useful knowledge with him to TDI. Most recently, Jon was the General Manager at WHH Nisqually Federal Services, and he has previously held other management roles at companies such as Frontier-Kemper Constructors, CH2M Hill, Obayashi Corporation and a handful of others.

180one was proud to partner with Terra Dynamics on this important leadership role, and we are excited to see Jon take on this new role!

Warn Automotive Welcomes New VP of Operations & Supply Chain

Wed, 27 Nov 2019 22:51:32 GMT

180one congratulates Warn Automotive on the appointment of Tony Coke as the new VP of Operations & Supply Chain. Warn Automotive is proud to be a company of Vehicle Service Group (VSG) within the Engineered Systems segment of Dover Corporation. The design and manufacture mechanical and electronic disconnects, decoupling devices, and torque transfer systems within powertrains/drivetrains. You can find their products on vehicles ranging from heavy trucks and pickups to SUVs and passenger cars.

Tony brings years of experience and a broad exposure to different industries and roles with him as he joins the Warn Auto team. He graduated from Oregon State University with a degree in Mechanical Engineering, spent years as an Officer in the US Navy, then went for his MBA from National University. Tony has gained great experience over the years with companies such as Honeywell, Parker Hannifin, Benchmade and, most recently, Morgan Corporation. He is well-suited for this new role.

180one enjoyed partnering with Warn Auto on this important VP search and we wish Tony all the best in his new role!

LifePort, Inc Welcomes New Chief Financial Officer

Tue, 01 Oct 2019 21:48:39 GMT

180one congratulates LifePort, Inc. on the recent appointment of Heath Allen as Chief Financial Officer. For over 25 years LifePort and Enflite have provided innovative, cutting edge interior solutions for both civil and military aircraft. They have built a world-wide reputation in the aerospace industry by designing, manufacturing, and certifying innovative equipment for all ranges of fixed and rotor wing aircraft - then supporting their customers throughout the product’s life cycle.

While most recently serving as the Controller for Artscape, Inc, Heath spent years with Stanley Black & Decker, working his way up to Chief Financial Officer, a role in which he remained for nearly seven years. A results-oriented leader with a strong track record of performance, Heath will make a very important addition to the team at LifePort.

180one was proud to partner with LifePort on this important CFO search, and we wish Heath all the best in his new role!

Fortive Welcomes Sr. Director of Finance Optimization

Thu, 12 Sep 2019 21:48:06 GMT

180one congratulates Fortive on the appointment of Aaron Saito as the Senior Director of Finance Optimization. Fortive’s successful separation from Danaher in 2016 gave them a unique opportunity to focus on essential technology businesses driving exciting innovation in field instrumentation, transportation, sensing, product realization, automation and specialty, and franchise distribution.

An accomplished finance professional that excels in challenging and dynamic business environments, Aaron joins the team at Fortive with a strong understanding of both domestic and international operations. Since receiving his Bachelor’s and Master’s degrees from the University of Michigan, Aaron has been working his way up in the finance and accounting world, most recently serving as a Sales & Marketing Controller at Intel Corporation.

180one was proud to partner with Fortive on this critical new hire and we wish Aaron all the best with his transition from Portland to the Seattle area!

Willamette Dental Group Welcomes New VP of Finance

Thu, 22 Aug 2019 21:47:37 GMT

180one congratulates Willamette Dental Group (WDG) on the recent appointment of Stacy Polk as Vice President of Finance. WDG has become the largest multi-specialty group dental practice in the Pacific Northwest, with more than 50 office locations in Oregon, Idaho, and Washington. WDG is a family of companies that provides a combination of dental care services, dental insurance, and business management and administrative services in OR, WA and ID.

A results-driven financial leader with a big picture understanding of operations and business organizational structures, Stacy streamlines business operations to increase efficiencies, margins, and bottom-line results and profits. Having spent many years in a variety of different finance and accounting roles with companies such as Trinity Industries, The Greenbrier Companies, and, most recently, Touchmark, Stacy is more than ready for this new challenge.

180one enjoyed partnering with Willamette Dental Group on this important VP search and we wish Stacy all the best in this new role!

Beaverton Foods Welcomes New Controller

Tue, 20 Aug 2019 21:45:56 GMT

180one congratulates Beaverton Foods on the appointment of Lana Kraynik as the new Controller. Beaverton Foods has an international reputation for manufacturing quality products and developing innovative condiment flavors. In the past decade, their mustard’s have received over one hundred certificates of excellence and awards for quality, more than all other mustard manufacturers combined.

Lana joins the Beaverton Foods team with 20 years of progressive experience in a variety of accounting and multi-site positions. Most recently, Lana served as the Assistant Controller for Epiq, following her many years as the Controller for Warne Scope Mounts. Lana will make a great addition to the Beaverton Foods team.

180one was proud to partner with Beaverton Foods on this critical new hire and we wish Lana all the best!

4G Clinical Selects New Client Services Lead

Thu, 15 Aug 2019 21:45:21 GMT

180one recently partnered with 4G Clinical to conduct a search for a Client Services Lead. 4G Clinical is a leader in randomization and trial supply management (RTSM) for the global life sciences industry, offering the only fully cloud-based, 100% configurable and flexible solution utilizing natural language processing (NLP) and integrated supply forecasting. Stay tuned for details!

About the Company

4G Clinical is a leader in randomization and trial supply management (RTSM) for the global life sciences industry, offering the only fully cloud-based, 100% configurable and flexible solution utilizing natural language processing (NLP) and integrated supply forecasting.

Our expert staff possesses a combination of humility, confidence, curiosity and commitment to getting things done. Most importantly, everyone at 4G Clinical is passionate about our mission of bringing crucial medicines to those who need them, faster.

SawStop Welcomes New Vice President of Engineering

Tue, 16 Jul 2019 21:42:13 GMT

180one congratulates SawStop , a technology-focused company that has become the world leader in premium table saws and accessories, on the appointment of Bob Newton as the new Vice President of Engineering. The company is uniquely positioned to grow, redoubling its focus on product innovation and industry leading quality.

Bob brings with him many years of engineering leadership experience and a broad exposure to complex manufacturing as he joins the SawStop team. A proud graduate from the University of Illinois, Bob received both his Bachelor’s and Master’s degrees in General and Mechanical Engineering, respectively. Over the last 20 years, he has made an impressive engineering leadership climb while working for companies such as Robert Bosch, BISSELL Homecare, and, most recently, Flexsteel Industries. He is well-suited for this new role.

180one enjoyed partnering with SawStop on this important VP search and we wish Bob all the best in his new role!

NW Natural Welcomes New Business Development Segment Leader

Tue, 02 Jul 2019 21:41:22 GMT

180one congratulates NW Natural on the recent appointment of Steve Green as the Director of Business Development for their Water Segment. NW Natural, a business that started with 49 customers in one square mile of Portland, now serves more than 700,000 homes and businesses in 107 communities in Oregon and Southwest Washington.

With his MBA from University of Washington and his BS in Civil & Environmental Engineering from Montana State, Steve is an accomplished sales, marketing and business development leader, particularly in the water and wastewater industry, with 19 years of achieving growth targets. He brings a breadth of experience to NW Natural having worked at Xylem, Inc, Amiad Filtration Systems and Dover Corporation, to name a few, in a variety of different business development roles.

180one was proud to partner with NW Natural on this search for their Business Development Segment Leader, and we are excited for Steve as he takes on this new role!

PacStar Welcomes New Chief Financial Officer

Tue, 07 May 2019 21:40:49 GMT

180one congratulates PacStar on the appointment of Mike Highland as the new Chief Financial Officer. Founded in 2000, PacStar provides advanced, Commercial Off-the-Shelf (COTS)-based tactical communications small form factor hardware, software, and integrated solutions that address critical U.S. DoD needs for mobility, ease of use, and security. PacStar is a fast paced, high performance technology organization that has built its reputation and success on delivering quality products, outstanding customer service, teamwork, ethical dealing, respect for others, and meeting commitments.

Mike joins PacStar with over 27 years of experience advising, leading and managing all aspects of finance, accounting and business operations for publicly traded, privately held and private equity owned companies within multiple industries. He has demonstrated strong leadership with results-oriented experience in building, training and managing high performance teams and organizations. He’s been an officer for three different private equity owners and participated in the successful sale of five businesses. For the last 8.5 years, Mike has been the CFO and SVP of Global Services at Mobile Technologies, Inc.

180one enjoyed partnering with PacStar on this important CFO search and we wish Mike all the best in his new role!

Herb Pharm Welcomes New Director of IT

Thu, 02 May 2019 21:39:49 GMT

180one was proud to partner with Herb Pharm , an Oregon company that hand-harvests herbs at their peak potency, and within minutes delivers them fresh to the manufacturing facility for prompt extraction, on the recent selection of Nancy Boyd as the new Director of Information Technology. Established I 1979, Herb Pharm is committed to providing the highest quality herbal products possible, educating people on the safe and effective use of medicinal herbs and inspiring a love for plants and respect for nature.

As Director of IT, Nancy will provide leadership and management of the IT function for short-, mid- and long-term strategic planning, implementation and maintenance. She brings a wealth of knowledge and experience with her, having received a degree in Business/Managerial Economics and spending a substantial amount of years at companies such as Roseburg Forest Products, LIFE Technologies and, most recently, Thermo Fisher Scientific.

Congratulations to Fortive and Nancy on this exciting hire!

The Papé Group Welcomes New Director of Tax

Thu, 25 Apr 2019 21:39:16 GMT

180one congratulates The Papé Group on the recent appointment of Sallie Loflin as the new Director of Tax. With more than 100 locations in 8 states with over 2,500 employees, Papé is the leading supplier of heavy equipment, material handling equipment, agricultural and forestry equipment, trucks, engineered warehouse products, representing brands such as John Deere, Kenworth, and Hyster.

With her degree in Accounting & Finance from the University of Portland, Sallie has a broad range of experience in tax analysis, having started in a Big 4 Accounting firm after graduation and eventually transitioning to industry. Most recently, Sallie was a State Income Tax Manager at Nike, after spending five years in various roles at Tektronix. She joins the Papé team with a passion for the challenge of evaluating and solving problems in the tax arena.

180one enjoyed partnering with Papé on this important Director search and we are very excited for Sallie, wishing her all the best in her new role!

Salem Health Selects New Vice President, Medical Group

Tue, 09 Apr 2019 21:38:35 GMT

180one recently partnered with Salem Health to search for a new Vice President of the Medical Group. The VP serves as the Executive Leader for the Medical Group and leads the Leadership Operations Council (LOC), a provider led oversight group for SHMG. Stay tuned for details!

About the Organization

Salem Health is the premier health care provider for Oregon’s Willamette Valley. Made up of Salem Hospital, West Valley Hospital in Dallas, and other clinics and services, we’ve provided pioneering medicine since 1896. We are proud to be a community-based, not-for-profit institution. Our board of trustees is made up of 15 volunteers who share a common belief: Our duty is to heal the sick and injured—not to answer to stockholders.

Salem Hospital is one of the largest of Oregon’s 62 acute care hospitals and operates the busiest emergency department in Oregon. It is a not-for-profit hospital, licensed for 454 acute-care beds. The hospital is the Salem’s largest private employer, with approximately 4,600 employees. West Valley Hospital rounds out our numbers with an additional 180 employees.

Salem Health Medical Group (SHMG) is the business name for the group of medical providers who are employed by Salem Health directly. This group is comprised of 350 individuals including 170 doctors and clinicians which provide services to the greater Salem area in 7 locations and 17 departments. Care within SHMG includes primary care, urgent care, hospitalists, neurology, palliative care, physical therapy, psychiatry, sleep medicine, trauma and general surgery and women’s health.

Oregon College of Oriental Medicine Announces New President

Fri, 05 Apr 2019 21:34:52 GMT

The Oregon College of Oriental Medicine Board of Trustees is pleased to announce Sherri L. Green, PhD as OCOM’s fifth President and Chief Executive Officer. 180one partnered with OCOM to conduct this search, and it was a pleasure working with the OCOM team.

Sherri succeeds Interim President Bill McCrae in this position, and is feeling “inspired by the community service orientation, national engagement, and leadership that exemplifies OCOM.”

Search Committee and Board Chair Karen Williams expressed gratitude for the comprehensive national search process: “An exhaustive effort brought so many qualified candidates into the applicant pool. Throughout the hiring process, Dr. Green demonstrated vision for the medicine, our mission, and the learning community that is OCOM. These qualities were evident to all who met her, and she is exceptionally qualified and enthusiastic to lead the institution in its next phase of growth.”

We are very excited to see Sherri in this new role and we wish her all the best!

For the full announcement, and to learn a little more about Sherri’s background, head on over to OCOM’s website .

OFD Foods Welcomes New Director of Finance

Wed, 20 Mar 2019 21:30:33 GMT

180one congratulates OFD Foods on the recent appointment of Travis Ramme as Director of Finance. OFD is the world’s technological leader in freeze-drying and the largest independent freeze-dryer in North America. The Company freeze-dries a broad variety of products, some with highly technical specifications, including foods, pharmaceutical ingredients, specialty chemicals, medical devices, cultured organisms and other sensitive biological materials.

Travis is an experienced Business Intelligence/Supply Chain/Finance professional with a demonstrated history of working in the food and beverage & financial industries. He is a strong operations professional with a Bachelor of Science focused in Finance/Computer Science from University of Oregon. Getting his start at Moss Adams, Travis eventually transitioned to industry as the Director of Business Intelligence & Supply Chain at Ninkasi Brewing, where he has been for the past five years.

180one enjoyed partnering once again with OFD Foods on this important Director search and we wish Travis all the best in this new role!

180one's Year in Review: 2018

Thu, 14 Mar 2019 19:57:31 GMT

Through it all, 180one has worked with more than 110 organizations, ranging from $5m growth-mode organizations to $7b publicly traded companies. We’ve excelled at relocating candidates to the Pacific Northwest (even as cost-of-living in the region continues to rise), and we’ve continued to seek partners across a variety of industries, from consumer products to higher education.

Take a look back at 2018 with us in this year’s Year in Review.

Adair Homes Welcomes New Chief Financial Officer

Fri, 01 Mar 2019 22:29:41 GMT

180one congratulates Adair Homes on the recent appointment of Ann Rivers as Chief Financial Officer. One of the largest homebuilders in the Pacific Northwest, Adair Homes continues to grow both in volume and in geographic reach, working to ensure that each home is built to the Company and Customer’s high-level standard.

Most recently, Ann was the CFO for Sunlight Supply in Vancouver, WA. She brings with her over 15 years of experience in senior leadership roles across multiple industries, and 20 years spent in accounting and finance, and will be an excellent addition to the team at Adair.

180one was proud to partner with Adair Homes on this important CFO search, and we wish Ann all the best in her new role!

Wineshipping Appoints Chief Financial Officer

Tue, 12 Feb 2019 22:29:15 GMT

180one proudly partnered with new client Wineshipping to recruit David Joyce as Chief Financial Officer. Wineshipping is North America’s largest shipper of wines to the direct-to-consumer market. With a national presence, Wineshipping provides logistics solutions to producers, marketers and retailers across the industry.

David joins Wineshipping with 20 years of experience in the finance & accounting world, most recently serving as Chief Commercial Officer with Resource Environmental Solutions in Houston, Texas. Having spent the last four years leading finance, sales, land, regulatory, business development and operational functions in a highly complex, highly regulated business, David is excited to take on this role with Wineshipping.

Congratulations to Wineshipping on this important hire, and we welcome David to the West Coast!

Columbia River Knife & Tool Welcomes New Chief Financial Officer

Thu, 07 Feb 2019 22:28:40 GMT

180one congratulates Columbia River Knife & Tool on the appointment of Jeff Lunz as the new Chief Financial Officer. Established in Oregon in 1994, CRKT is an American company known for distinction in design, selection, and quality. For more than 20 years, CRKT has put innovation and integrity first, making a commitment to build products that inspire and endure. CRKT works with the best custom knife makers in the world to bring their innovative designs to market at affordable prices.

Jeff is a dedicated accounting and operations professional who has a reputation for applying creativity and innovation in the execution of corporate strategy. An enthusiastic problem solver with over 17 years of progressive experience in accounting, financial reporting, demand and supply planning, forecasting, budgeting, and multi-site and international consolidations. A leader of people with experience in consumer products, manufacturing, entertainment and hospitality, and software companies, Jeff is focused on business success through establishing lasting, meaningful relationships with business partners and team members. Jeff has been working his way up at Gerber for the last 14+ years, most recently serving as their VP of Finance.

180one enjoyed partnering with CRKT on this important CFO search and we wish Jeff all the best in his new role!

S.R. Smith Welcomes New VP of Human Resources

Tue, 05 Feb 2019 22:28:05 GMT

180one congratulates S.R. Smith on the recent appointment of Kirsten Alvares as the new Vice President of Human Resources. For more than 85 years, S.R. Smith has had a singular focus: Create products that make the pool experience better for both swimmers and owners. If it involves a pool, chances are they’ve “seen it” and if there’s a way to improve, they’ll find it. They were the first to manufacture diving boards on a commercial scale the first to focus on salt-friendly products.

Receiving her BA degree in English from Portland State University, Kirsten is an accomplished human resource leader with over 20 years of experience in the field. Most recently she was the VP of Human Resources at Gerber, here in Portland, where she was responsible for the administration, interpretation and development of all Gerber HR practices, policies, plans and procedures.

180one enjoyed partnering with S.R. Smith on this important VP search and we wish Kirsten all the best as she joins the team!

Columbia Distributing Selects New Director of Direct Sales

Mon, 14 Jan 2019 22:27:37 GMT

180one recently partnered with Columbia Distributing , one of the largest beverage distributors in the United States, to conduct a search for a Director of Direct Sales. Details of this successful search are coming soon!

About the Company

Columbia Distributing is one of the nation’s largest beverage distributors, offering a robust roster of alcoholic and non-alcoholic beverages. Our success is based on the fact that we never lose sight of delivering what’s really important—quality products, timely service, and a genuine concern for our customer’s needs. When you work for Columbia Distributing, you are part of a progressive, growing organization with a reputation for high quality products and service. We are hard-working, dedicated men and women who have set out to become the beverage distributor of choice in the United States. To reach this goal, we know we must continue to give our very best effort each and every day.

Dynamic Events Welcomes New Director of People Operations

Fri, 14 Dec 2018 22:25:03 GMT

180one congratulates Dynamic Events on the appointment of Sheila Eslinger as the new Director of People Operations. Dynamic Events is an expanding and innovative technology solutions company that is re-inventing the way attendees engage and interact at corporate and industry events. They specialize in providing strategic event management and direction for our Fortune 500 client base as well as our medium to large sized company software solutions for online registration, virtual events, content management applications and mobile solutions.

Sheila joins the Dynamic Events team with nearly 20 years of experience in the Human Resources world. Most recently, Sheila served as a Senior HR Business Partner for adidas, following her many years in leadership roles at companies such as Fonality, Adams Golf and TaylorMade (adidas Golf Company). An innovative problem solver and strategic decision maker, Sheila will make a great addition to the Dynamic Events team.

180one was proud to partner with Dynamic Events on this critical new hire and we wish Sheila all the best!

Swagelok NW Welcomes New Director of Finance

Thu, 06 Dec 2018 22:23:30 GMT

180one congratulates Swagelok NW on the appointment of Tammy Nelson as the new Director of Finance. Swagelok NW represents products and services of the Swagelok company in Oregon, Washington, Alaska, and the Idaho Panhandle, operating under the same values principles, but run under separate ownership. Swagelok NW is the 4th largest independent distributor of Swagelok products in the world and has been in operation here in Portland for 40 years.

Tammy joins the Swagelok NW team with nearly 25 years of experience in the professional finance and accounting world. Most recently, Tammy served as the Chief Financial Officer for The Caputo Group, but most of her career was spent on the leadership team at the Fortune 500 Trane US Inc. With a degree in Finance and Management from University of Oregon and an MBA in Organizational Leadership from University of Phoenix, Tammy is well seasoned in her field and we are excited to see her operate in her new role.

180one was proud to partner with Swagelok NW on this critical new hire and we wish Tammy all the best!

A-dec Welcomes New Vice President of Product Development

Tue, 27 Nov 2018 22:22:54 GMT

180one congratulates A-dec , the premium leader in the dental equipment design and manufacturing industry, on the appointment of Anthony Woods as the new Vice President of Product Development. In addition to their leadership in the dental industry, A-dec’s family values have attributed to their commitment to the Newberg community, Oregon State University, and its employees through various investments and programs.

Anthony brings years of experience and a broad exposure to different industries and technologies with him as he joins the A-dec team. He graduated from the University of Illinois with two engineering degrees and then proceeded to receive his Masters in Management from the Oregon Health and Science University. Over the next 20+ years, he served as Program Manager, Business Development Manager, Senior Director and Business Unit Manager as well as Director of Program Management and Product Development for companies such as RadiSys, Tektronix and Danaher. He is well-suited for this new role.

180one enjoyed partnering with A-dec on this important VP search and we wish Anthony all the best in his new role!

Portland Timbers Welcome New Director of Accounting

Tue, 06 Nov 2018 22:22:26 GMT

Congratulations to the Portland Timbers on appointing Lauren Overton as their new Director of Accounting. The Timbers entered their eighth season in Major League Soccer (MLS) in March 2018. As the league’s 18th team that began competing in MLS in 2011, the Timbers play their home games at Providence Park, an approximately 21,000-seat stadium in downtown Portland. The Timbers, who won their first MLS Cup in 2015, have sold out every league home game since joining MLS, a streak of 125 games and counting.

Lauren received her Bachelor of Science from Northern Arizona University and began her accounting career working for Moss Adams, where she has remained for the last four years. We are so happy to see Lauren join the Portland Timbers team!

180one was proud to partner with the Portland Timbers on this critical search. We are very excited for Lauren and wish her the best on this new adventure.

DoveLewis Welcomes New Chief Medical Officer

Fri, 26 Oct 2018 21:20:51 GMT

180one congratulates DoveLewis on the recent appointment of Shana O’Marra as the new Chief Medical Officer. DoveLewis is an AAHA-accredited and VECCS Level 1 certified hospital and is the only nonprofit, 24-hour referral, emergency, intensive care, and specialty hospital in the region.

Shana received her BA in Neuroscience from Oberlin College before earning a DVM (Doctor of Veterinary Medicine) degree from Tufts University. She has since become a very experienced veterinary emergency and critical care specialist, completing her residency at Tufts, working at VCA Alameda East Veterinary Hospital as the Director of Emergency Services, and most recently as a Criticalist, Residency Director at Cape Cod Veterinary Specialists.

180one enjoyed partnering again with DoveLewis to find their Chief Medical Officer, and we congratulate Shana and welcome her to Portland!

Custom Decorators, Inc. Welcomes New Director of Channel Relationships

Tue, 02 Oct 2018 21:20:11 GMT

180one congratulates Custom Decorators, Inc. on the recent appointment of Kevin Koplan as the new Director of Channel Relationships. CDI is the premiere in-home design service for major retailers in North America, specializing in custom-made window blinds, shutters and drapery. They manage all aspects of their clients’ projects from the creative concept through the ordering process and installation.

Since getting his degree in economics from University of Washington, Kevin has proven his way as a retail manager with 20+ years of experience in both Big Box and Multi-Unit Retail. He has worked for a variety of companies including Target, Old Navy, Comcast and Best Buy, and we are excited for him to bring his expertise to CDI.

180one enjoyed partnering with CDI on this critical director search and congratulate Kevin and look forward to seeing him in his new role!

Clark College Welcomes New VP of Human Resources & Compliance

Wed, 19 Sep 2018 21:19:31 GMT

180one congratulates Clark College on the recent appointment of Stefani Coverson as the new Vice President of Human Resources & Compliance. For eight decades, Clark College has provided the residents of Southwest Washington and beyond with affordable, high-quality academic and technical education. It has served as a regional hub for learning and development through our educational programs, cultural events, and community services.

Receiving both her BA and MA in Political Science & Government from Washington State University, Stefani is an accomplished human resource leader with over 17 years of experience providing strategic consultation and recommendations to executive and extended leadership teams. Most recently she was the Director of Human Resources at Seattle University, where she lead change management initiatives and implemented efficient and effective HR practices and systems.

180one enjoyed partnering with Clark College on this important VP search and we wish Stefani all the best as she joins the team!

Relay Resources Welcomes New Chief Financial Officer

Tue, 28 Aug 2018 21:18:59 GMT

180one congratulates Relay Resources on the appointment of DeeAnn Jurgens as their new Chief Financial Officer. Since its beginnings over 65 years ago, Relay Resources has evolved from a forward-thinking school for disabled children to a thriving industry leader with a progressive approach.

DeeAnn is a strategic leader seasoned in driving business performance and growth. Hailing from Portland State University where she received her BS in Business and Accounting, DeeAnn demonstrates experience in all phases of strategic planning, M&A, finance, accounting, operation and risk management, organizational development, building teams and business infrastructure.

With a strong financial background as the former CFO for ECOS Consulting, operational leadership experience with ECOVA, as well as her dual role as CFO and COO of Sustainable Harvest Coffee, Relay Resources provides DeeAnn the opportunity to leverage her professional expertise in a mission-focused organization.

180one enjoyed partnering with Relay Resources on this important CFO search, and we send a warm congratulations to DeeAnn!

Clackamas Community College Welcomes New Dean of Institutional Effectiveness & Planning

Thu, 16 Aug 2018 21:18:25 GMT

180one congratulates Clackamas Community College on the appointment of Jason Kovac as the new Dean of Institutional Effectiveness and Planning. For more than 50 years, CCC has offered high-quality education and training opportunities, lifetime learning and robust student life programming, and we always enjoy partnering with this organization.

Jason brings 16 years of higher education leadership experience to the role, serving most recently as Dean of Academic Foundations & Extended Learning at Linn-Benton Community College. With his Master’s in Library Science from University of Illinois at Urbana-Champaign and his Ph.D. in Education Administration from University of Texas, Jason is well seasoned in his field and we are excited to see him operate in this new role.

180one was proud to partner with CCC on this critical new hire and we wish Jason the best!

Trailblazer Foods Welcomes New VP of Sales & Marketing

Thu, 26 Jul 2018 21:17:16 GMT

180one congratulates Trailblazer Foods on the appointment of Matt Walker as the new Vice President of Sales & Marketing.

Matt has led sales and marketing teams of globally branded products to unparalleled success both domestically and internationally. He has experience with small companies as well as large Fortune 500 corporations in consumer-packaged goods.

Earlier in his career, Matt worked as the Director of Chain Sales for MillerCoors before becoming the Director of Sales for Coca-Cola Enterprises. He then spent nearly 6 years as the Director of Sales & Marketing for Cott Beverages, leading him to his most recent position as the Senior Director of Sales at Refresco North America.

180one enjoyed partnering with Trailblazer Foods on this important Vice President search, and we wish Matt all the best in this new role!

Commerce Properties Welcomes New Director of Operations

Mon, 28 May 2018 21:16:40 GMT

180one congratulates Commerce Properties on the recent appointment of Chris Nguyen as Director of Operations. Commerce Properties owns and manages some of Portland’s finest apartment properties and is strategically committed to expansion via development and acquisition of properties in the Portland metro area.

Chris dove right into property management early in his career, working his way up at companies such as BNP Residential, Lane Company and DDR Corporation. Most recently, Chris was the Senior Property Manager at Harsch Investment Properties.

180one very much enjoyed partnering with Commerce on this important Director search, and we wish Chris all the best in this new role!

Bridgewell Agribusiness Welcomes New Director of Finance

Thu, 19 Apr 2018 21:11:50 GMT

180one congratulates Bridgewell Agribusiness on the recent appointment of Casey Kaiser as Director of Finance. Bridgewell Agribusiness is a farm-to-fork supplier of highest quality, identity preserved natural ingredients offering organic, non-GMO and conventional product lines. Dedicated to seeing each shipment through from point of origin to its final destination, Bridgewell Agribusiness' supply chain is a carefully controlled operation designed to protect product integrity and ensure the timely delivery of every shipment all while maintaining an ongoing line of communication with its customers.

Since graduating from Oregon State University, Casey has become seasoned in the world of finance and accounting, with his most recent positions at Precision Castparts as their Corporate Accounting and Reporting Analyst, then as Controller for Pacific Seafood.

180one enjoyed partnering with Bridgewell on this important Director search, and we wish Casey all the best in this new role!

Capital Pacific Selects New Managing Director

Wed, 21 Mar 2018 21:17:55 GMT

180one was proud to assist new client Capital Pacific , an established regional commercial real estate brokerage firm, in hiring Nate Schwalbach as the organization’s new Managing Director.

Schwalbach brings more than a decade of experience in commercial real estate, including in development, property management and brokerage. Most recently, he served as Executive Vice President of Spensa Development Group , where he oversaw all main office operations as well as major real estate assets. Prior to pursuing a career in real estate, he managed communications, PR and media relations account teams for Porter Novelli and Weber Shandwick .

As Managing Director, Schwalbach reports directly to Managing Partner Michael Horwitz and manages the firm’s business operations, including co-developing the organization’s strategic plan and overseeing both the Portland and Seattle offices.

Congratulations to Capital Pacific on this successful hire!

180one Decade in Review

Tue, 13 Feb 2018 20:51:56 GMT

180one is celebrating its 10th anniversary! In honor of this exciting milestone, we decided to reflect on the last decade and highlight what we saw in the Portland marketplace. Since 2007, we’ve seen unemployment rates rise and fall, mainstay companies get acquired or relocate to new geographies, and innovative start-ups break onto the scene.

Through it all, 180one has worked with more than 110 organizations, ranging from $5m growth-mode organizations to $2b publicly traded companies. We’ve excelled at relocating candidates to Portland (even as cost-of-living in the Rose City continues to rise), and we’ve continued to seek partners across a variety of industries, from consumer products to higher education.

Take a look back at 2007-2017 with us in this year’s 180one Decade in Review.

ESCO Corporation Hires a New Site Leader

Wed, 31 Jan 2018 22:11:15 GMT

180one recently partnered with ESCO Corporation to conduct a search for a new Site Leader. This particular role will have a critical impact on ESCO’s largest manufacturing and flagship site and help put a large plant expansion to work. Stay tuned for more details on this search!

About the Company

ESCO is the leading independent designer, manufacturer and provider of highly engineered wear and replacement products and services essential to the performance of their customers’ equipment used in mining, construction and industrial applications. Since 1913, ESCO has been built on a foundation of high standards, integrity and trust, work-and-life balance and community involvement. At the heart of the ESCO culture is the ESCO Management System: Quality, Value and Speed. It guides the organization wherever they are and in whatever they do. This particular role will have a critical impact on ESCO’s largest manufacturing and flagship site and help put a large plant expansion to work.

Papé Group Welcomes New Corporate Controller

Tue, 23 Jan 2018 22:06:58 GMT

180one congratulates Papé Group on the recent appointment of Patrick O’Brien as their new Corporate Controller. With more than 90 locations in 7 states and 2500 employee members, Papé is the leading supplier of heavy equipment, material handling equipment, agricultural and forestry equipment, trucks, engineered warehouse products, representing brands such as John Deere, Kenworth, and Hyster.

Patrick brings a strong background of technical accounting and financial reporting experience to Papé. He began his career with a large CPA firm, Grant Thornton, in their San Francisco office before transferring to their Portland office. Patrick further expanded his career when joining PricewaterhouseCoopers as Senior Audit Manager, and then transitioned into industry as the Director of Technical Accounting at The Greenbrier Companies, which is the position he most recently held. The Papé team is pleased to welcome Patrick aboard.

180one enjoyed partnering with Papé Group on this important Corporate Controller search, and wish Patrick all the best in this new role in Eugene!

Bridgetown Natural Foods Welcomes New Chief Financial Officer

Tue, 26 Dec 2017 22:05:07 GMT

180one congratulates Bridgetown Natural Foods on the recent appointment of Matt Clark as Chief Financial Officer. Built in Portland, OR in 2010, Bridgetown is a contract manufacturer of natural and organic products. Bridgetown’s production capabilities include extruded bars and baked goods, slab-formed bars, granolas, cookies, and clustered items. Their mission is to partner with the leading all-natural and organic brands to deliver sustainable, healthy food products of the highest quality.

Bridgetown CEO, Dan Klock, is pleased to welcome Matt to the executive team. Matt is a proven finance strategy leader with executive level experience spanning 25 years including public company manufacturing experience and as a Senior Manager with PricewaterhouseCoopers. Most recently, Matt was the Vice President of Finance and Corporate Development, including an interim assignment as Chief Financial Officer at Blount International.

180one enjoyed partnering with Bridgetown Natural Foods on this important CFO search, and wish Matt all the best in this new role!

NW Natural Selects New Director of Internal Audit

Wed, 29 Nov 2017 21:59:52 GMT

180one congratulates NW Natural on the recent appointment of Margie Humphrey as Director of Internal Audit. NW Natural, a business that started with 49 customers in one square mile of Portland, now serves more than 700,000 homes and businesses in 107 communities in Oregon and Southwest Washington.

Margie brings a breadth of experience to NW Natural having worked at Arthur Andersen, PacifiCorp, and Intel Corporation in a variety of roles including Internal Audit, General Accounting, Accounting Policy and SOX Compliance.

180one was proud to partner with NW Natural on this search for their Director of Internal Audit, and we are excited for Margie as she takes on this new role!

Oregon Home Builders Association Selects a New CEO

Wed, 22 Nov 2017 21:54:43 GMT

180one would like to congratulate the Oregon Home Builders Association on the recent appointment of Oregon State Representative Jodi Hack as their Chief Executive Officer starting in 2018. Keep reading for more details!

Rep. Jodi Hack was first elected to the Oregon House of Representatives in 2015 and was a member on the House Education Committee, Transportation & Economic Development Committee, and the Joint Ways and Means Subcommittee on Natural Resources. She also served on several subcommittees and task forces dealing with educational and business issues. Most recently, she served as the Vice-Chairman of the Early Childhood Development & Family Support Committee, and as a member of the Health Committee, Rules Committee, and Business and Labor Committee. She also served in a leadership role as the House Republican WHIP.

180one enjoyed partnering with OHBA on this important executive search, and wish Rep. Jodi Hack all the best in her new role!

You can check out the following links for more information:

The Oregonian Home Builders Association

Leavened Hires a new Chief Applied Scientist

Mon, 18 Sep 2017 20:49:21 GMT

180one recently partnered with Leavened to recruit a Chief Applied Scientist. More details on this successful search to come!

About the Company
With dramatically innovative media measurement and optimization methodology and a proprietary suite of marketing analytics tools, Leavened is a standout media technology company headquartered in Portland, Oregon, that optimizes broadcast media based on measured consumer behavior. A technology company that strives for delivering client excellence through helping marketing increase ROI of in-market media, Leavened’s technology allocates investment to outlets that drive the strongest results with daily optimization of media mix, media placement, and creative messaging.

Jacobsen Salt Co. Selects New Vice President of Sales

Fri, 08 Sep 2017 20:45:40 GMT

180one recently partnered with Jacobsen Salt Co. to search for a new Vice President of Sales. Stay tuned for details!

About the Company

Jacobsen Salt Co. was founded in 2011-the first company to harvest salt in the Pacific Northwest since Lewis & Clark. Since then it has transformed from a local small business to a nationally recognized brand as America’s leading salt maker. Harvested from the cold, pristine waters of Netarts Bay on the Oregon Coast, our flake and kosher sea salts have garnered worldwide favor for their beautiful presentation of pure taste by professional chefs and home cooks alike. Jacobsen Salt Co. also owns and operates Bee Local, a local honey company, producing and distributing single origin raw honey across the country.

Clackamas Community College Welcomes New Dean of Academic Foundations and Connections

Wed, 09 Aug 2017 20:40:29 GMT

180one congratulates Clackamas Community College (CCC) on the recent appointment of Tara Sprehe as Dean of Academic Foundations and Connections. One of Oregon’s top two-year colleges, CCC serves more than 35,000 students on three campuses across Clackamas County.

Sprehe has many years of experience working in higher education, and we are excited to see her take on this role. She will work collaboratively with the College leadership, division personnel and other College staff to facilitate excellence in instruction and student and enrollment services.

180one was proud to partner with CCC on this important higher education search!

Relay Resources Appoints New Vice President of Business Operations

Tue, 01 Aug 2017 20:39:56 GMT

180one proudly partnered with nonprofit client Relay Resources to recruit Timothy Moscato as Vice President of Business Operations. An industry-leading nonprofit, Relay Resources partners with its customers to identify business needs and create customized solutions by training and employing people with mental, physical and development disabilities and other barriers to employment. The organization just celebrated its 65 ^th anniversary.

Moscato brings more than 15 years of strategic and tactical leadership and executive experience to Relay Resources. Most recently, Moscato was the Chief Operating Officer of The Art Institutes in Pittsburgh, PA, the largest art and design school in the United States.

As a member of the executive leadership team, Moscato will help push forward Relay Resource’s mission to create opportunities for people to overcome barriers, achieve independence, and realize a stronger sense of purpose through training, employment, and housing. Learn more about the extensive programs and services offered by Relay Resources on the organization’s website .

Congratulations to Relay Resources on this important hire!

Adair Homes Welcomes New VP of Operations

Tue, 25 Jul 2017 20:39:21 GMT

180one congratulates Adair Homes on the recent appointment of Steve Nordstrom as Vice President of Operations. One of the largest homebuilders in the Pacific Northwest, Adair Homes continues to grow both in volume and in geographic reach, working to ensure that each home is built to the Company and Customer’s high level standard.

Nordstrom is an executive leader with a track record of success in building and managing high quality, cost efficient and profitable residential construction operations. His experience spans many organizational models, from privately-held startups to multistate regional corporations servicing highly diverse and competitive markets. Most recently, Nordstrom was a Division President at America’s Home Place in Orlando Florida, as well as a Board Member for Habitat for Humanity of Greater Orlando.

180one was proud to partner with Adair Homes on this important VP search, and we welcome Nordstrom and his family to the Pacific Northwest!

Wineshipping Appoints New General Manager

Thu, 20 Jul 2017 20:38:35 GMT

180one proudly partnered with new client Wineshipping to recruit Michael Brown as General Manager. Wineshipping is North America’s largest shipper of wines to the direct-to-consumer market. With a national presence, Wineshipping provides logistics solutions to producers, marketers and retailers across the industry.

Brown joins Wineshipping with 20 years of experience in the food and beverage industry, most recently serving as Vice President with Sokol Blosser Winery . As a member of Sokol’s Executive Committee, Brown oversaw hospitality, direct sales, brand management, consumer sales & marketing, shipping and distribution.

As Wineshipping’s GM, Brown will report to the SVP of Operations and manage the overall performance and profitability of multiple facilities in Oregon, including overseeing all financial, operational and sales activities.

Congratulations to Wineshipping on this important hire!

EC Company Welcomes New CFO

Tue, 11 Jul 2017 20:37:13 GMT

180one congratulates Electrical Construction (EC) Company on the successful selection of Todd Henne as the company’s new Chief Financial Officer. Founded in Portland, Ore., in 1946, today EC Company offers a broad range of capabilities to diverse markets as a full-service electrical contractor as well as industrial power solutions through its distribution company EC Power Systems.

As CFO, Henne will report to the President and provide strategic financial leadership, risk management and direction on all critical issues affecting the company. He brings more than 20 years of finance and accounting leadership in the Portland area to EC Company, including serving as CFO for Ethics Point (now Navex Global).

180one enjoyed partnering with EC Company on this critical search!

R2C Group Hires New Corporate Controller

Tue, 20 Jun 2017 20:36:40 GMT

Congratulations to R2C Group on appointing Jonathan Kuczer as the firm’s new Corporate Controller. One of the largest independently owned advertising agencies in the country, R2C links brand strategy, creative, media and advanced analytics to span traditional direct marketing and brand advertising.

Kuczer brings many years of technical accounting and financial reporting experience to R2C. He began his career with Deloitte and then transitioned into industry with organizations including Holiday Retirement and, most recently, Intel. At Intel , Kuczer provided technical accounting consultation for proposed private equity investments.

180one was proud to partner with R2C on this critical search!

Portland Timbers Welcome New VP of Finance

Tue, 13 Jun 2017 20:36:02 GMT

Congratulations to the Portland Timbers on appointing Jessica Guenther as their new VP of Finance.

Since joining Major League Soccer, the Timbers have sold out every home game at Providence Park, the team’s 21,000-seat stadium located in downtown Portland, and claimed ultimate soccer victory by winning the club’s first MLS Cup in 2015 .

Guenther brings many years of accounting and financial reporting experience to the Timbers’ executive team. She began her career in public accounting and then transitioned into industry when she began working at CLEAResult (formerly Fluid Market Strategies), where she has been for the last nine years most recently as their Accounting Manager.

180one was proud to partner with the Portland Timbers on this critical search! We are very excited for Jessica and wish her the best on this new adventure.

M Financial Selects New Director of HR

Thu, 01 Jun 2017 20:33:25 GMT

180one assisted M Financial Group in the search for a Director of Human Resources to develop and manage recruiting, training, benefits and other programs at the firm’s headquarters in Portland, Oregon. After conducting a targeted search, 180one worked with M Financial to select Jodi Whisman to join the organization.

Whisman brings nearly 20 years of strategic HR and business partnering experience to the role. Much of her career has been spent with well-known Portland tech companies, including overseeing recruiting and talent management at VTech and Jive Software . Most recently Whisman was Director, Leadership and Organizational Development, at OCHIN, Inc. , where she developed and led organizational design, change management and employee engagement and retention. She holds a Master’s in Management with an emphasis on HR Management from University of Mary and a BA in Communication from North Dakota State University , as well as her PHR certification.

180one was thrilled to partner with M Financial in this search for a critical new hire. Congratulations to M Financial!

Nau Appoints New Director of Wholesale Sales

Tue, 23 May 2017 20:32:27 GMT

180one enjoyed collaborating with Nau , a cutting-edge clothing brand based in Portland, Ore., to recruit David Marsala as the organization’s new Director of Wholesale. Founded in 2007, Nau strives for both innovation and versatility, marketing high-quality, natural fabrics that are ethically produced. A believer that businesses can be vehicles for change, Nau partners with and donates 2% of profits to several organizations dedicated to helping the world thrive by promoting social change, environmentalism and economic development.

As Director of Wholesale, Marsala will manage and grow the wholesale sales channel for the Nau brand as well as the distributorship of Black Yak and Millican bags in the US and Canada. He is an experienced sales leader who brings nearly 15 years of experience managing go-to-market strategies, sales & operations planning, international product lines and more for notable clothing brands Mountain Hardwear and Icebreaker , where he most recently served as Head of Wholesale Sales.

Congratulations to Nau on this successful search!

Clackamas Community College Welcomes VP

Thu, 02 Feb 2017 21:27:44 GMT

180one congratulates Clackamas Community College (CCC) and President Joanne Truesdell on the recent appointment of Alissa Mahar as Vice President of College Services. One of Oregon’s top two-year colleges, CCC serves more than 35,000 students on three campuses across Clackamas County. 180one partnered with CCC last year in a national search to replace former VP Jim Huckestein, who retired from the position at the end of 2016.

Mahar brings many years of experience in the public sector to CCC, where she will serve as the senior non-academic executive on President Truesdell’s Executive Team. She will work closely with the College and the College Foundation to support students in achieving their academic and professional goals and sustaining a positive sense of community on campus.

Pacific Foods Selects New VP of Operations

Thu, 26 Jan 2017 21:27:07 GMT

180one was proud to partner with Pacific Foods , an industry leader in innovative food production and packaging, on the recent selection of Joe McCarthy as the new Vice President of Operations. Founded in 1987, Pacific Foods produces natural and organic food items, including soups & broths, meals, sides and specialty non-dairy and allergen-free products and has led the charge as one of Portland’s sustainable business leaders.

As VP of Operations, McCarthy will provide strategic direction for supply chain, manufacturing, engineering, quality assurance and more for this growing food manufacturing & packaging company. He brings a wealth of food and CPG experience to Pacific Foods, having spent nearly 30 years working for well-known brands such as Frito-Lay and Kettle . He joins Pacific Foods from Shearer’s Foods , where he served as Senior Vice President, Manufacturing.

Congratulations to Pacific Foods on this successful national search!

Relay Resources Welcomes Director of HR

Thu, 12 Jan 2017 21:20:40 GMT

180one enjoyed partnering with Relay Resources , one of Portland’s top nonprofit organizations, to recruit a new Director of Human Resources. After conducting a search in both the nonprofit and for-profit sectors, Relay Resources selected Elizabeth Kurtz for the role.

Kurtz joins Relay Resources with more than 15 years of HR leadership experience. She spent much of her career in the professional services industry, overseeing talent acquisition, training, organizational development, employee relations, compensation and more for organizations such as KPMG . Always drawn to purpose-driven organizations, Kurtz brings her ability to align people initiatives with business strategies to Relay Resources.

180one is proud to continue to partner with Relay Resources and other Portland-based organizations that are committed to strengthening our community. Congratulations to Relay Resources on this important hire!

180one 2016 Year in Review

Thu, 05 Jan 2017 19:47:32 GMT

Oregon continued to blossom in 2016, growing its population by almost 2% (which helps contribute to the ongoing economic boom), and industries such as technology , manufacturing and food & beverage continue to thrive.

For 180one, 2016 was the “Year of the CFO” — 35% of the searches we conducted were for CFO positions. And, with many of our clients experiencing retirements and other changes at the top, 70% of our searches were for replacement rather than incremental roles.

For our complete look at last year, download the 2016 Year in Review PDF below.

Hillsboro Aero Academy Selects New Director of Marketing

Thu, 10 Nov 2016 21:16:29 GMT

180one recently partnered with Hillsboro Aero Academy (HAA) to conduct the search for a new marketing leader. HAA is a private-equity backed, globally recognized FAA-approved flight academy that has trained helicopter and airplane pilots for more than 35 years.

After conducting a targeted search, 180one worked with HAA to select Monica Harter as the organization’s new Director of Marketing. A Portland State University alumna, Harter brings 15 years of dynamic marketing and communications strategy experience to the position. She most recently served as the Regional Director of Marketing and Admissions, North America for Nord Anglia in Houston, Texas. Nord Anglia is the world’s leading premium schools organization, with 42 school campuses worldwide.

As Director of Marketing, Harter will report to the CEO and be responsible for the overall strategy and success of HAA’s marketing and communications program.

180one enjoyed partnering with HAA on this search!

Icon Media Direct Welcomes New Chief Financial Officer

Thu, 03 Nov 2016 20:15:14 GMT

180one recently worked with Icon Media Direct , a direct response marketing agency based in Los Angeles, to recruit a new Chief Financial Officer. With a team comprised of industry veterans, Icon Media Direct uses big data and analytics to guide high profile clients toward success with customized, tailored advertising solutions.

Following a targeted search, Seth Klein was selected as Icon Media Direct’s new CFO. He brings extensive financial experience with Fortune 500 companies, including News Corp , DirecTV and The New York Times , as well as a wide breadth of executive experience in finance, operations and strategy.

Reporting to the CEO, Klein will fulfill a dual role as CFO and COO and oversee the development and execution of the financial vision. He will also be a key contributor in designing and implementing the business strategy as Icon Media Direct continues to expand. Read more about Klein’s appoint in this press release .

180one enjoyed partnering with Icon Media Direct on this search!

Tofurky Welcomes New VP of Sales for Food Service

Fri, 14 Oct 2016 20:14:48 GMT

180one recently partnered with new client Tofurky in the search for a new Vice President of Sales-Food Service.

Tofurky is a privately held, family run natural foods company that specializes in the production of plant-based foods. With its origins in tempeh, Tofurky now produces a wide variety of vegan products, including gluten free pizzas, spicy black bean burgers, coconut curry strips, and the legendary meat-free Holiday roasts that forever changed Thanksgiving. Tofurky’s responsibly-produced range of tasty meat-free goods have been a game changer in the Food and Beverage industry since the company’s founding in 1980.

Following a national search, Cindy Wong was selected as the new Vice President of Sales – Food Service. Wong comes to Tofurky with over 15 years of experience in Food Service and holds her bachelor’s degree in Agricultural & Managerial Economics from University of California, Davis . She was most recently Vice President of Food Service at Megamex Foods . Her roots in sales began at Wholly Guacamole , where she helped grow Wholly Guacamole both nationally and internationally.

Reporting to Tofurky’s CEO, Wong will be responsible for helping Tofurky lead a major corporate initiative to expand this already successful retail brand into the food service market.

180one is looking forward to seeing Tofurky’s continued growth and expansion, and enjoyed partnering with them on this search!

Pape Group Selects New CFO

Wed, 05 Oct 2016 20:09:35 GMT

180one recently partnered with long-time client The Papé Group in the search for a Chief Financial Officer. With 88 locations across 5 states, Papé has served the capital equipment needs of the construction, forestry, agriculture, warehousing, material handling, and trucking industries for over 70 years.

After conducting a successful national search, 180one worked with Papé to select Lance Jorgensen as the new CFO. Reporting to CEO Jordan Papé, Jorgensen will be responsible for all accounting, and finance functions, in addition to the company’s information technology group.

Jorgensen holds his MBA from Utah State University and a BS in Accounting from Brigham Young University . Having previously worked for a Big 4 Accounting firm , he brings extensive experience to Papé, most recently serving as the CFO for Kenworth Sales Company , one of the most widely recognized premium product and service providers for the trucking industry in the West.

Congratulations to Papé on this successful national search!

Lease Crutcher Lewis Appoints New Project Executive

Fri, 19 Aug 2016 21:09:06 GMT

180one was proud to partner with Lease Crutcher Lewis , which has delivered exceptional construction services to clients for more than 125 years, to select Jeff Ganz as Project Executive for Portland.

Ganz brings a wealth of experience in the construction industry to the role, including 15 years as a project executive at Howard S. Wright . At Lease Crutcher Lewis, he will provide senior oversight on commercial construction projects, with a focus on healthcare. He will also contribute to business development and strategy as a member of the Portland Leadership Team .

Congratulations to Lease Crutcher Lewis on this exciting new hire!

Willamette University Chooses New Accounting Faculty

Thu, 18 Aug 2016 20:05:42 GMT

Earlier this year, 180one conducted a national search to select Romana Autrey as Associate Professor of Accounting for Willamette University ’s Atkinson Graduate School of Management . A top-rated, cross-disciplinary MBA program, the Atkinson School offers two MBA formats and an Executive Development program that prepare students for careers in business, government and nonprofit management.

Autrey joins Willamette from University of Chicago Illinois Urbana-Champaign , where she was Assistant Professor of Accountancy. She also served as an Assistant Professor in the Accounting & Management Unit at Harvard Business School , as well as led a range of forensic accounting investigations as a senior manager at KPMG.

Her published research includes papers in Production and Operations Management , Journal of Accounting, Auditing and Finance and The Accounting Review. She received her PhD in Accounting from University of Texas at Austin and holds a BS in Business Administration from California State University, Hayward (East Bay) .

180one is proud to continue to partner with organizations and institutions that make Oregon a top place to live, work and thrive. Congratulations to Willamette!

Owen Equipment Appoints New CFO

Tue, 02 Aug 2016 18:18:32 GMT

180one was recently selected by the private equity firm Prospect Partners and their portfolio company Owen Equipment to conduct a Chief Financial Officer search.

As the exclusive distributor for Federal Signal Corporation’s Vactor and Elgin product lines in Oregon, Washington, and Northern California, Owen has established a reputation as a customer-centric leading supplier of vacuum trucks and street sweepers in the Northwest.

After conducting a targeted search, 180one worked with Prospect and Owen to select Jamie Trumbo as the company’s new CFO.

Trumbo brings more than 20 years of senior finance and private equity executive experience in the electrical and electronic manufacturing industry to Owen. He most recently served as CFO of Instrument Sales and Service (ISS) , one of the largest factory-authorized remanufacturers of automotive electronic components in North America, as well as CFO for private equity-backed companies such as Traeger Pellet Grills . Trumbo holds his BS in Business/Accounting from University of New Hampshire and his CPA certification.

As CFO, Trumbo will develop and execute a financial strategy that supports the operations, growth and financial goals set by the senior management team.

180one enjoyed partnering with Prospect Partners and Owen Equipment on this successful search!

DoveLewis Welcomes New Chief Externals Affairs Officer

Sat, 30 Jul 2016 21:15:32 GMT

180one was proud to partner with DoveLewis Emergency Animal Hospital , the region’s only nonprofit, 24-hour emergency and intensive care unit, in selecting Kimberlee Hanken as Chief External Affairs Officer.

Established in 1973, DoveLewis provides donor-funded programs to the community, including one of the nation’s largest volunteer-based animal blood banks , and has treated more than 500,000 animals during its 40 years of service .

In this new leadership position, Hanken will oversee DoveLewis’ Development, Marketing and Community Outreach teams, including donor relations, events and community programs. She brings many years of development leadership to DoveLewis, including 10 years with Ronald McDonald House Charities of Oregon and Southwest Washington . Most recently she served as Chief Development Officer at Big Brothers Big Sisters Columbia Northwest .

Download the press release to learn more about DoveLewis and Hanken’s appointment. Congratulations to DoveLewis on this exciting new hire!

Columbia Distributing Chooses VP of Operations

Tue, 17 May 2016 18:14:33 GMT

Congratulations to Columbia Distributing , one of the nation’s largest malt beverage, wine and non-alcoholic distributors, on selecting a new Vice President of Operations. 180one partnered with Columbia in a regional search and ultimately appointed Andy Geisler to the position. Geisler brings more than 20 years of logistics, operations and supply chain experience to Columbia, where he will oversee distribution and delivery operations across Oregon.

Geisler has spent much of his career with Con-way/Menlo Worldwide (XPO Logistics) , where he most recently served as Director of Operations and led 3PL fulfillment services for clients such as Amazon and HP . As VP of Operations at Columbia, Geisler will report to the President of Oregon and leverage data and insights to drive efficiencies across Columbia’s warehouse, distribution and fleet operations.

180one enjoyed collaborating with Columbia on this successful search!

R2C Group Selects New CFO

Tue, 10 May 2016 18:12:29 GMT

180one congratulates new client R2C Group on the recent selection of Dave Maher as the creative and media advertising agency’s new Chief Financial Officer. One of the largest independently owned advertising agencies in the country, R2C links brand strategy, creative, media and advanced analytics to span traditional direct marketing and brand advertising.

Maher brings more than 20 years of experience with creative agencies and technology firms to R2C; most recently he served as CFO of Wunderman Seattle , a member of the WPP Group and one of the largest marketing services organizations in the Puget Sound. He holds a BA in Accounting from Western Washington University and MBA from Washington State University .

As CFO, Maher will lead the finance team for this dynamic, creative and technology driven company that has experienced consistent and profitable growth since its founding in 1998.

Read about Maher’s appointment and learn more about R2C in this announcement .

180one enjoyed partnering with R2C on this search!

Papé Group Selects New Director of Marketing

Thu, 07 Apr 2016 18:12:04 GMT

180one recently partnered with long-time client The Papé Group to select John Woodruff as the capital equipment supplier’s new Director of Marketing. Reporting to CEO Jordan Papé, Woodruff will be responsible for the overall strategy and success of the marketing and communications program for Papé, which encompasses more than 80 locations in 5 states.

Woodruff brings extensive experience in brand activation, integrated marketing and regional retail to Papé; he has spent most of his career on the agency side, where he worked with clients such as Ford , General Motors and Navistar .

As Director of Marketing, Woodruff will partner with Papé’s companies, divisions and stores to build their annual marketing plans and implement marketing strategies to continue to grow this $1billion organization.

Congratulations to Papé on this successful national search!

Relay Resources (formerly PHC Northwest) Welcomes New Director of Marketing & Communications

Wed, 30 Mar 2016 18:10:55 GMT

180one recently partnered with Portland Habilitation Center Northwest (PHC) in the search for a new Director of Marketing. With approximately 700 employees, revenues in excess of $30 Million and a healthy balance sheet, PHC is poised for sustainable growth. But the industry-leading nonprofit has been a “well-kept secret” in Portland for a while, and CEO Alysa Rose, who joined the organization in 2015 , believed now was the time to expose the organization’s brand in order to continue advancing its mission.

We worked with Rose and PHC to identify the right leader to design and implement an overall marketing & communications strategy that will broaden and strengthen the organization’s brand recognition among all stakeholders—potential employees, customers and the community.

PHC ultimately selected Tiffini Mueller, who brings 20 years of experience in all aspects of marketing, including advertising, brand strategy, media relations and thought leadership, to the new role. A winner of Portland Business Journal’s 40 Under 40 award, she has led the marketing groups for a variety of for-profit and nonprofit institutions, including DoveLewis Emergency Animal Hospital , where she built the marketing team from the ground-up.

Reporting directly to Rose, Mueller will be a key partner in assessing PHC’s brand and have the opportunity to build a high-performing team that will significantly impact the success of this growing social enterprise.

180one is proud to partner with organizations like PHC that are committed to the Portland community. Congratulations to PHC on this exciting hire!

HOYT Street Properties Appoints New VP of Construction

Thu, 03 Mar 2016 19:09:53 GMT

180one enjoyed partnering with new client HOYT Street Properties in the search for a new Vice President of Construction. One of Portland’s most celebrated development firms, HOYT Street has transformed 34 acres of former railyard property in today’s Pearl District , a vibrant multiuse neighborhood that has become a model for urban planners around the world.

As HOYT Street finishes the Cosmopolitan , the Pearl’s tallest building, president Tiffany Sweitzer engaged 180one to identify a new team member to undertake the next development opportunity in the neighborhood. HOYT Street and 180one worked together to conduct a regional search and ultimately selected Flemming Lofberg as the next VP of Construction.

Lofberg brings more than 30 years of construction and real estate development experience to the role. Most recently he served as Senior Project Manager and Director of Real Estate at Vestas Americas , where he managed development, design, construction and maintenance of Vestas facilities in North, Central and South America.

As VP of Construction, Lofberg will supervise and manage all construction projects for HOYT Street, ranging from high-rise residential to oversight of retail tenant improvements.

Congratulations to Hoyt Street on this critical hire!

Willamette University Welcomes Operations Management MBA Faculty

Thu, 28 Jan 2016 19:09:27 GMT

180one recently partnered with Willamette University ’s Atkinson Graduate School of Management to recruit a new faculty member in operations and supply chain management. The only Oregon-based program ranked as one of Bloomberg Businessweek’s “Best Business Schools,” the Atkinson School offers two MBA formats in a cross-disciplinary environment and prepares students for careers in business, government and nonprofit management.

After conducting an international search, 180one worked with Willamette to appoint Andrew Kach as Assistant Professor of Operations and Supply Chain Management.

Kach comes to Willamette most recently from the Swiss Federal Institute of Technology (ETH Zürich) , where he was a senior researcher and lecturer in Supply Chain Management. His research specialties include the intersection between proactive environmental strategy and sustainable operations in developing companies, as well as the impact of environmental hostility on manufacturing strategy. Kach holds his PhD in Business Administration with a focus on Operations Management, MBA and BBA from New Mexico State University .

He will join the faculty at the start of the 2016-2017 Academic year. His areas of instruction will include Operations Management, Quality Management, Purchasing and Supply Management and Strategic Supply Chain Management.

Congratulations to Willamette University on this successful search!

180one 2015 Year in Review

Tue, 26 Jan 2016 20:49:23 GMT

Each year, 180one presents the Year in Review, sharing our insights about the Portland business landscape and recapping the roles we worked on with our clients.

2015 saw big sales of Oregon-based companies , continued growth in Portland’s Technology industry , a stable Manufacturing industry and much more. 180one’s clients showed confidence in the marketplace, investing heavily in Sales & Marketing roles and enlisting 180one to conduct national searches for the right talent.

For our complete look at the Portland marketplace in 2015, download the 180one 2015 Year in Review.

Tillamook Welcomes New Customer Development Director

Tue, 05 Jan 2016 19:08:21 GMT

180one was proud to partner with Tillamook County Creamery Association in the national search for a new Customer Development Director. Tillamook ultimately selected Eric Loper, who brings more than 15 years of sales and customer development experience in the food industry to the role.

Loper spent much of his career at General Mills , where he held roles in trade and category development, product sales and account management. Most recently he served as Senior Customer Manager, leading sales teams responsible for half a billion in retail dollar sales and earning several individual and team awards, including National Sales Leadership Excellence (2014) and Central Region Customer Team of the Year (2011-2014).

In the newly created role at Tillamook, Loper will lead and deliver annual sales plans by integrating sales and brand management through effective trade spend, marketing and supply chain. His responsibilities will include working with the Category Managers to add the voice of the customer to brand strategies and customer plans; support the Sales teams in executing brand-specific MAPS (Merchandising, Assortment, Pricing and Shelving initiatives); and leveraging shopper marketing to develop and implement customer marketing programs in alignment with brand and customer strategies.

Congratulations to Tillamook on this crucial new hire!

FLIR Systems Selects New Director of Public Relations

Thu, 08 Oct 2015 21:17:18 GMT

180one was proud to partner with new client FLIR Systems in appointing Tim McDowd as the organization’s first Director of Public Relations. FLIR is a world leader in the design, manufacture and marketing of advanced thermal imaging and other sensor systems that enhance perception and awareness.

McDowd brings 15 years of communications and public relations experience to the newly created role, including 9 years with Microsoft , where he successfully engineered the end-to-end PR launch efforts of the Windows Phone HTC 8X and 8S as well as promoted the company’s environmental efforts through consistent PR activity as a senior member of the Environmental Sustainability Team.

Reporting directly to the Chief Marketing Officer, McDowd oversees the internal and external public relations strategies for FLIR’s six distinct business lines, which include products for the consumer , professional/industrial and law enforcement/ military markets.

Congratulations to FLIR on this exciting new hire!

PHC Northwest (Now Relay Resources) Selects New CEO

Wed, 09 Sep 2015 21:16:17 GMT

180one congratulates Portland Habilitation Center Northwest (PHC Northwest) on appointing Alysa Rose as the organization’s new CEO. An industry-leading nonprofit, PHC Northwest has offered broad-based educational training and job opportunities to individuals with mental, physical and development disabilities for more than 60 years.

Rose brings twenty-five years of marketing, branding, retail, executive and nonprofit experience to PHC Northwest. Prior to leading a thriving consulting business, she served as President & CEO of Rejuvenation, Inc. , where she positioned the company for its successful sale to Williams-Sonoma, Inc. , in 2011. She also supports several nonprofit organizations in Portland, including serving as board chair of Congregation Shir Tikvah and director of engagement at Northwest Earth Institute .

Reporting to the Board of Directors, Rose will lead PHC Northwest as the organization continues to experience accelerated growth. Learn more about the extensive programs and services offered by PHC Northwest on the organization’s website .

180one was proud to partner with PHC Northwest in this successful hire!

Trailblazer Foods Appoints VP of Operations

Tue, 11 Aug 2015 21:14:51 GMT

180one congratulates Trailblazer Foods on selecting Sebastian Pastore as the new Vice President of Operations. Founded in 1984, Trailblazer Foods is one of the largest producers of preserves and jellies, syrups, drink mixes, shredded and flaked coconut and other sweetener and fruit-based products in the western United States, serving major grocery retailers and food brands such as Kroger , Safeway , Walmart , Costco , Sam’s Club and ConAgra Foods .

Pastore brings nearly 25 years of operations leadership to Trailblazer Foods in positions with top food and beverage companies such as Coca-Cola and Craft Brew Alliance . Reporting to CEO Rob Miller, Pastore will manage all facets of the company’s operations, including purchasing, production, distribution and warehousing, as well as serve as a key member of the management team.

Congratulations to Trailblazer Foods on this hire!

Tire Factory Welcomes Director of Merchandising

Thu, 16 Jul 2015 18:03:58 GMT

180one again partnered with Tire Factory, Inc. , a member-owned organization of independent tire dealers based in Portland, Ore., on a critical position for this fast-growing retail organization. After working with us to conduct a national search, Tire Factory has selected Joe Moore as the new Director of Merchandising.

In this role, Moore will oversee merchandising, procurement and inventory and be the primary relationship builder between manufacturers, vendors and Tire Factory’s Members. His career spans more than 25 years in the retail and wholesale auto parts industry, including experience in sales, distribution management, logistics and purchasing.

Prior to joining Tire Factory, he was the Director of Purchasing at Performance Warehouse , where he managed purchasing, pricing and inventory decisions for 35 retail and 3 wholesale locations.

Reporting directly to the CEO, Moore will be key in negotiating with vendors to provide the best value and service to Tire Factory’s Members. Congratulations to Tire Factory on this exciting new hire!

Special Olympics of Oregon Appoints New Chief Development Officer

Wed, 13 May 2015 21:13:15 GMT

180one congratulates Special Olympics Oregon , which provides year-round sports training and athletic completion in Olympic-type sports to individuals living with intellectual disabilities, on selecting Torre Chisholm as the organization’s new Chief Development Officer. Chisholm will oversee the Development team and report directly to CEO Margaret Hunt.

Before joining Special Olympics Oregon, Chisholm spent more than 20 years in college athletics, serving most recently as Director of Athletics at Portland State University . There he led unprecedented growth in athletics fundraising, including bringing in the four largest gifts in the program’s history , as well as oversaw a 60 percent growth in athletic scholarship support.

Under Chisholm’s guidance, Special Olympics Oregon hopes to build new fundraising strategies to expand programming in order to better serve the nearly 120,000 individuals with intellectual disabilities living in the state . You can learn more about Special Olympics Oregon’s programs and fundraising work on their website .

Congratulations to Special Olympics Oregon on this successful hire!

WARN Industries Selects New VP of Marketing

Fri, 17 Apr 2015 18:02:51 GMT

180one was proud to partner with WARN Industries , the leading designer, manufacturer and marketer of high-performance winches and off-road equipment/accessories, on the search for their new Vice President of Marketing. We conducted a national search to aid Warn, which is headquartered in Clackamas, OR, in selecting Laurel Smith to lead the marketing group. Smith most recently served as Director of Brand Marketing for Smith & Wesson and brings impressive experience in product development/launches and a wealth of enthusiasm for the outdoor/sporting goods markets to Warn.

Learn more about Smith and her appointment at Warn in this press release .

Hydra-Power Appoints New Director of Manufacturing

Mon, 30 Mar 2015 17:59:46 GMT

180one recently partnered with Hydra-Power Systems (HPS), a leading provider of custom hydraulic solutions and distributor of hydraulic parts since 1970, to select Ashley Butler as the organization’s new Director of Manufacturing.

Butler brings more than 10 years of manufacturing and operations leadership experience to the role. He most recently served as Production Manager at Williams Controls , where he increased efficiency and cost savings by implementing Lean principles and reduced workforce operating expenses and annual operating budgets by reconfiguring work schedules and monitoring new capital expenditures.

As the Director of Manufacturing, Butler will transform the manufacturing organization, focusing on the expansion of the manifold and systems business unit and aligning with HPS’s strategic plan for overall growth.

Congratulations to Hydra-Power Systems on this excellent hire!

Gerber Blades Appoints New VP of Sales

Wed, 25 Mar 2015 17:53:27 GMT

180one had a pleasure partnering with Gerber , one of the most trusted brands in knives, tools and gear, to select Brad Webb as the new Vice President of Sales. Webb joins the organization from Plano Synergy , where he was Vice President of Sales Operations, and brings extensive experience in the hunting, outdoor recreation and sporting goods markets to Gerber. He will oversee the internal and external sales functions and will report directly to Gerber president Rob Kass.

You can read more about Webb and his appointment with Gerber here .

Young’s Market of Oregon Selects VP of Oregon

Wed, 11 Mar 2015 21:14:06 GMT

180one was proud to partner with Young’s Market , the premier distributor of fine wine and spirits in the western US, in appointing Ron Quinonez, Jr. as Vice President for Oregon.

Founded in 1888, Young’s is comprised of more than 3,400 employees in 10 states and represents and distributes more than 3,700 brands, including Grey Goose , Bacardi and Glenfiddich . Young’s expanded into Oregon, the network’s largest control state , in 1999 and began partnering with fellow 180one client Columbia Distributing in 2002 to become a leading distributor and broker in the state.

As VP of Oregon, Quinonez will oversee the Spirits business for Oregon and will report directly to Harold McGovern, the Executive Vice President of the Northwest. Quinonez brings more than 20 years of sales leadership in the food and beverage industry with companies such as PepsiCo and Diageo , which includes best-selling brands such as Smirnoff , Johnnie Walker and Guinness .

Congratulations to Young’s Market on this successful hire!

Lease Crutcher Lewis Welcomes New CFO

Wed, 14 Jan 2015 18:45:38 GMT

180one was proud to partner with Lease Crutcher Lewis to select Berger Dodge as the organization’s next Chief Financial Officer. 180one effectively networked and recruited within the Seattle market to find Dodge, a well-respected individual who brings 18 years of finance and industry experience to Lease Crutcher Lewis.

You can learn more about Dodge and the rest of the Executive Team at Lease Crutcher Lewis here .

Columbia Distributing Appoints New Director of Communications

Mon, 10 Nov 2014 18:42:25 GMT

180one congratulates Columbia Distributing on selecting Lindsi Taylor as their new Director of Communications. Taylor is responsible for Columbia’s internal & external communications and brand strategies, including promoting the charitable work Columbia does through their Community Connection program.

Congratulations to Columbia on this hire!

DWFritz Appoints Senior Director of Sales

Wed, 29 Oct 2014 18:21:52 GMT

180one congratulates DWFritz on selecting Christopher Povich as the organization’s new Senior Director of Sales. DWFritz specializes in the design and build of precision inspection and assembly equipment using intelligent motion control, vision and robotics.

Povich, who brings more than 15 years of sales experience to the role, joins DWFritz from Greatbatch Medical , where he managed a Fortune500 account for Greatbatch’s Portable Medical Market Segment.

180one was proud to partner with DWFritz on this successful hire!

Ankrom Moisan Appoints Director of Business Development

Tue, 14 Oct 2014 17:35:38 GMT

180one enjoyed partnering with new client Ankrom Moisan in the search for a new Director of Business Development.

Founded in 1983 in Portland, Ore., Ankrom Moisan is a national firm with a portfolio that includes award-winning mixed-use housing, condominiums, apartments, hospitality and retail. The firm is well-known for playing a lead role in the development and revitalization of Portland’s renowned Pearl District .

Ankrom Moisan engaged 180one earlier this year to conduct a targeted search and ultimately selected Steve Tinney for this critical role. A seasoned leader in the AEC sector, Tinney comes to Ankrom Moisan from Andersen Construction , where he reorganized the company’s approach to marketing and business development to assist Andersen in growing from $120M to $400M during his tenure.

As Director of Business Development at Ankrom Moisan, Tinney will lead new growth initiatives for the firm, including identifying new market trends and business opportunities, overseeing new service concept development, building strategic plans and working with senior and mid-level management to implement programs.

ESCO Corp. Welcomes New Director of Corporate Communications and Marketing

Thu, 02 Oct 2014 17:35:02 GMT

180one had a great time partnering with ESCO Corporation to appoint Scenna Shipley as their new Director of Corporate Communications and Marketing. Shipley will lead ESCO’s internal and external communications, marketing and branding strategies to further enhance the company’s profile within the global marketplace.

Congratulations to ESCO on this fantastic addition to their organization.

Benchmade Selects New Director of Supply Chain

Mon, 08 Sep 2014 17:29:08 GMT

180one enjoyed partnering with Benchmade Knife Company to select Eric Crowley as their new Director of Supply Chain. Crowley brings more than 15 years of experience with companies including Stanley Black & Decker, Inc. , and Fluke to the Benchmade team. 180one is proud to continue to partner with Benchmade in hiring great talent.

Congratulations to Benchmade!

Marylhurst University Welcomes Their 15th President

Thu, 21 Aug 2014 17:26:33 GMT

180one had a pleasure working with the search committee and board of trustees at Marylhurst University to select Dr. Melody Rose as the University’s 15th President. Learn more about Dr. Rose and the search here .

Tillamook Cheese Selects Director of IT

Wed, 20 Aug 2014 17:23:42 GMT

180one recently partnered with new client Galois Inc. to select Robert Wiltbank as the organization’s new Chief Executive Officer . Founded in Portland in 1999, Galois applies revolutionary mathematical, computer science and engineering approaches to solve critical problems in software security, safety, privacy and performance.

Prior to joining Galois, Wiltbank was a professor at Willamette University’s Atkinson Graduate School of Management , where he taught entrepreneurship courses and ran the Willamette Angel Fund . His research focuses on strategy-making under uncertainty and entrepreneurial expertise, particularly as they relate to growing new organizations. Wiltbank also co-authored The Catalyst: How You Can become an Extraordinary Growth Leader , selected by Business Week as one of the best books on innovation and design in 2009 . He recently received the prestigious Hans Severiens Award , honoring leaders who advance the angel investment industry and the role of angel investing in expanding entrepreneurship.

As CEO, Wiltbank will focus on Galois’s strategic direction, team development and commercialization efforts and report directly to the Board of Directors.

Read the full press release on the Galois blog here . Congratulations to Galois on this critical hire!

Tillamook Cheese Selects Director of Financial Planning & Analysis

Tue, 15 Jul 2014 17:23:20 GMT

180one congratulates Tillamook County Creamery Association on selecting Kent Walker as the dairy co-op’s new Director of Financial Planning & Analysis (FP&A).

Walker brings many years of finance experience in the food industry to Tillamook. Most recently he was Director of Finance at Bimbo Bakeries USA , where he was tapped by the CFO to lead the turn-around of the company’s most complex business region as well as led the integration of Sara Lee Corporation’s North American Fresh Bakery business after its completed acquisition in November 2011 .

In this newly created role, Walker will oversee all financial planning, including forecasts, budgets and long-range plans, and report directly to CFO Linda Pearce. 180one was proud to partner with Tillamook on this critical new hire!

Tire Factory Selects Director of Sales

Tue, 08 Jul 2014 17:22:45 GMT

180one congratulates Tire Factory, Inc. , a member-owned organization of independent tire dealers based in Portland, Ore., on hiring Clint Young as Director of Sales. With more than 200 stores in 14 states, Tire Factory is one of the West’s fastest growing retail organizations. As Director of Sales, Young will report directly to CEO John Kreidel and be charged with implementing an annual sales and training plan to meet Tire Factory’s and its Members’ growth targets and ensuring continued profitability and success.

Young brings 20 years of sales management and development experience to the role, including serving as regional sales manager and director of fleet management at Enterprise Fleet Management . At Tire Factory, his areas of responsibility will include recruiting new dealers, designing new sales promotions and supervising retail development programs.

Read the announcement about Young’s placement here . Congratulations to Tire Factory on this exciting new hire!

DWFritz Automation Hires New VP of Finance

Mon, 07 Jul 2014 17:21:24 GMT

180one was proud to partner with new client DWFritz Automation Inc. in the selection of Carl Cox as the organization’s new Vice President of Finance. DWFritz specializes in the design and build of precision inspection and assembly equipment using intelligent motion control, vision and robotics.

Cox brings nearly 20 years of experience to DWFritz, serving as CFO and EVP of Operations at Lightspeed Technologies prior to joining the DWFritz team.

We look forward to partnering with DWFritz on more projects in the future. Congratulations!

ESI Hires New Assistant Corporate Controller

Fri, 06 Jun 2014 18:30:18 GMT

180one congratulates Electro Scientific Industries (ESI) on selecting Aric McKinnis as the organization’s new Assistant Corporate Controller. ESI is a leading supplier of innovative, laser-based manufacturing solutions for the microtechnology industry.

McKinnis joins ESI from Deloitte & Touche, LLP , where he served as audit manager for clients in the semiconductor, banking, manufacturing and tech startup industries, among others. He holds a BS and BA from Oregon State University as well as his CPA.

180one was proud to partner with ESI on this search!

Tillamook Welcomes New Category Managers

Mon, 02 Jun 2014 17:18:02 GMT

This year, Tillamook County Creamery Association engaged 180one in an initiative to drive further growth and profitability for the dairy co-op’s product categories. Tillamook ultimately added two new roles: Laurel Miller was selected as Category Manager-Cheese in April, and Sibel Candemir was appointed Category Manager-Ice Cream in January. They will report directly to the Director of Product Management & Innovation.

Prior to joining Tillamook, Miller served in brand management roles with CPG companies including Mars, Inc. , and Procter & Gamble . Most recently she was the Senior Manager of New Product Marketing at Papa Murphy’s International , where she developed a three-year product pipeline strategy to deliver a +20% revenue and gross margin growth.

Candemir comes to Tillamook from Pacific Foods , where she was the Senior Brand Manager for the Soup & Broth category. In that role she led the development and commercialization of a new product line of 23 ready-to-eat-soups in 24 months.

Both Category Managers will be responsible for developing new product ideas, driving new product launches and overseeing the strategic evolution of their product portfolios.

Congratulations to Tillamook on these critical new hires!

Agilyx Appoints New VP of Engineering

Mon, 02 Jun 2014 17:17:17 GMT

180one congratulates Agilyx , the industry leader in waste plastic-to-oil conversion technology, on hiring Mark Rumford as their new Vice President of Engineering. 180one successfully partnered with Agilyx to learn their industry and relocate Rumford from Southern California, where he had previously served as Director at Fluor Corporation .

Read the full press release announcing Rumford’s appointment here .

Bridgewell Resources Welcomes Director of Finance and Risk Management

Thu, 14 Nov 2013 18:13:35 GMT

180one recently worked with Bridgewell Resources , a global trader and wholesale distributor of wood, food, construction and other products, to hire Mark Maulding as the new Director of Finance and Risk Management.

In this role, Maulding will be responsible for financial management, interpretation and analysis; contract, sales and project facilitation; inventory and administrative management; and risk management and legal matters for the Contractor Direct Division .

Maulding graduated from Oregon State University with a BS in Accounting and spent time in public accounting before joining D.R. Horton , the largest residential construction company in the US. There he established and implemented internal controls and processes resulting in the highest internal audit scores for the company in the nation. Most recently he served as Director of Finance and Administration at Englander Mattress .

Congratulations to Bridgewell on this important new hire!

Galois Inc. Appoints New CEO

Tue, 29 Oct 2013 17:12:07 GMT

As CEO, Wiltbank will focus on Galois’s strategic direction, team development and commercialization efforts and report directly to the Board of Directors.

Read the full press release on the Galois blog here . Congratulations to Galois on this critical hire!

Reed College Selects VP of Finance and Treasury

Wed, 09 Oct 2013 17:09:10 GMT

180one was proud to partner with Reed College , the Pacific Northwest’s leading liberal arts college known for rigorous academics and independent study, to conduct a national search for the next Vice President and Treasurer. Reed ultimately selected Lorraine Arvin, former University of Chicago AVP for Finance and Administration and Treasurer, to succeed Edwin O. McFarlane, who has served as CFO for 35 years.

Arvin will take over as chief financial officer for the college in 2014 and oversee all finance, budgeting and investment responsibilities, including oversight over the college’s $494 million endowment.

She joined the University of Chicago as Treasurer in 2009. She also has a background in public accounting, serving as a Partner in the Higher Education and Other Nonprofit Institutions sector at KPMG for 15 years. Arvin holds a BS in accountancy from the University of Illinois and a Masters and PhD in Education from Loyola University of Chicago .

Learn more about Arvin’s appointment and McFarlane’s retirement in the press release from Reed. Congratulations to Reed on this successful search!

SOLVE Names New CEO

Wed, 25 Sep 2013 17:08:23 GMT

180one recently partnered with SOLVE , the statewide volunteer organization dedicated to taking care of Oregon’s rivers, beaches and environment, to select Maureen Fisher as Chief Executive Officer.

A seasoned leader with more than 20 years of successful business experience, Fisher most recently served in management positions with a variety of media organizations in the Pacific Northwest, including Entercom , R2C Media and Comcast Spotlight Oregon .

Read more about Fisher’s appointment in the press release . 180one congratulates SOLVE on this successful search!

Tillamook Selects Senior Director of Supply Chain

Mon, 19 Aug 2013 17:07:55 GMT

180one congratulates new client Tillamook County Creamery Association in selecting Brandon Britton as the organization’s Senior Director of Supply Chain. Founded in 1909 by seven local farmers, Tillamook is the nationally recognized farmer-owned dairy co-op quickly becoming one of the country’s leading dairy brands.

Before relocating to Tillamook, Britton created and developed the Supply Chain organization at as Vice President of Supply Chain at Idaho-based cheese manufacturer Glanbia Foods ; he also managed Glanbia’s contract manufacturing and global ingredient sourcing divisions, two rapidly growing areas, as Director of Sourcing.

In the role at Tillamook, Britton will oversee the entire Supply Chain operation, including Logistics, Contract Manufacturing and Purchasing. He will report directly to the Vice President of Quality and Operations.

180one looks forward to partnering with Tillamook on more successful searches in the future. Congratulations!

Columbia Distributing Hires New Director of Human Resources

Thu, 15 Aug 2013 17:07:00 GMT

180one recently worked with Columbia Distributing , one of the nation’s largest malt beverage, wine and non-alcoholic beverage distributors, to appoint Michelle Rose as the Director of Human Resources.

Prior to joining the Columbia team, Rose managed the human resources organization and facilitated training and organizational development for Siltronic Corporation . She holds a BA in Psychology from Portland State University and an MBA in Organizational Effectiveness from Marylhurst University , as well as her SPHR certification.

180one was proud to partner with Columbia on this successful hire!

Reed College Hires Director of HR

Mon, 15 Apr 2013 17:06:27 GMT

180one congratulates Reed College in selecting Michelle Valintis as the school's new Director of Human Resources. Reed was founded in 1908 in Portland, Ore., and provides one of the nation's most intellectually rigorous undergraduate experiences to more than 1400 students.

Valintis brings more than 10 years of HR management to the role. Before joining the Reed community, she served as Director of HR at the Oregon College of Oriental Medicine , as well as led the HR function for Genentech in San Francisco. At Reed, she will serve as a member of the President's Senior Staff and lead a team of four to provide HR services for the college's 500+ faculty and staff.

Congratulations to Reed College on this critical hire!

NAVEX Global Selects Corporate Controller

Tue, 22 Jan 2013 18:05:14 GMT

NAVEX Global , whose GRC software and compliance services support the risk and compliance management system for thousands of organizations worldwide, recently engaged 180one in the search for a new Corporate Controller. After we conducted a targeted search in the Portland area, NAVEX ultimately selected Andrew Bates for the position.

A graduate of the University of Pennsylvania-The Wharton School, Bates brings more than 10 years of finance and accounting management experience to the role. Before joining the NAVEX team, he was the Corporate Controller and Senior Director of Accounting at Pixelworks as well as a Senior Accountant at Moss Adams .

Reporting directly to the CFO, Bates will oversee NAVEX’s financial statement preparation and analysis, working to improve the company’s monthly and annual closing processes to increase efficiency and maintain effective internal controls.

Congratulations to NAVEX on this critical hire!

Benchmade Selects VP of Sales and Marketing

Fri, 11 Jan 2013 18:04:33 GMT

180one is excited to announce the recent selection of David Fee as Vice President of Sales and Marketing at Benchmade Knife Company . 180one partnered with Benchmade to identify and recruit Fee, who brings diverse sales, marketing and product management experience to the role.

Before joining Benchmade, Fee spent almost 20 years in the outdoor/sporting goods and automotive industries, including serving in a variety of sales and marketing roles at Yakima Products and Ford Motor Company . In this role, he will report to founder and CEO Les de Asis and oversee all sales and marketing activities for Benchmade.

Read more about Fee’s selection in this news release . Congratulations to Benchmade on this crucial hire!

Newton Running Chooses VP of Sales

Thu, 01 Nov 2012 17:03:54 GMT

180one recently partnered with Newton Running , the leader in performance running shoes that actively support and strengthen running motion, in the search for a new Vice President of Sales. After conducting a national search, Newton ultimately selected Kirk Nichols to join the executive team.

Nichols brings 20 years of experience in the footwear industry to Newton, including time spent with brands such as Columbia Sportswear , Hi-Tec Sports and LaCrosse Footwear .

As the VP of Sales, he will develop sales initiatives to expand North American sales, identify and implement new strategic partnerships, strengthen existing sales relationships and enhance the customers’ experience with the Newton brand.

Benchmade Appoints VP of Finance

Thu, 13 Sep 2012 17:03:17 GMT

Congratulations to Benchmade Knife Company , a manufacturer of premium knives and other knife products, in selecting Kristine Gittins as Vice President of Finance.

She brings more than 25 years of financial leadership and experience to the role and most recently served as Director of Finance and Operations at Sokol Blosser Winery in Dundee, Ore. Reporting directly to founder and CEO Les de Asis, Gittins will oversee all financial and accounting policies and procedures.

Read more about Gittins’ appointment in this news release . 180one was proud to partner with Benchmade on this critical hire!

Willamette University Selects Quantitative Methods Faculty

Mon, 27 Aug 2012 17:02:30 GMT

180one recently partnered with Willamette University’s Atkinson Graduate School of Management to appoint Robert Walker as Associate Professor of Quantitative Methods. Situated within a top-ranked private liberal arts university, the Atkinson School offers two MBA formats, preparing students for careers in business, government and nonprofit management in a cross-disciplinary environment.

Walker’s background in academia includes research fellowships at Dartmouth College and Harvard University , as well as teaching positions with Texas A&M University and Washington University in St. Louis . He joins Willamette from Rice University , where he was a Visiting Assistant Professor of Political Science. He holds a PhD in Political Science from the University of Rochester and a BA in Post-Soviet and East European Studies from the University of Texas at Austin .

Congratulations to Willamette University on this successful search!

Benchmade Selects Senior VP of Operations

Tue, 14 Feb 2012 18:01:52 GMT

180one was proud to partner with Benchmade Knife Company to select Ross Vonhoff as the knife manufacturer’s new Senior Vice President of Operations.

He brings more than 20 years of operations and manufacturing experience to the role with Portland mainstay manufacturers such as LaCrosse Footwear , Coherent and FEI . In this role, Vonhoff will report directly to founder and CEO Les de Asis and be responsible for all manufacturing operations at the Oregon City plant.

Learn more about Vonhoff’s appointment in the news release . Congratulations to Benchmade on this successful search!

Leatherman Names New CFO

Fri, 03 Feb 2012 18:00:21 GMT

Leatherman Tool Group , the company that defined the multi-tool category and continues to lead the industry today, recently partnered with 180one to appoint Kris Hamper as the company’s new Chief Financial Officer.

Hamper joins Leatherman from some of Portland’s most well-known consumer brands, including Adidas , Dr. Martens and Keen and brings more than 20 years of finance experience and leadership to the role. Most recently he was CFO a The S Group, a brand consultancy group that works with athletic apparel and other sports-centric companies.

Learn more about Hamper’s selection in the Portland Business Journal. Congratulations to Leatherman!

TriMet Appoints Executive Director of Labor Relations and HR

Tue, 01 Nov 2011 16:59:31 GMT

180one congratulates TriMet , the seventh largest public transit provider in the United States, in selecting Randy Stedman as Executive Director of Labor Relations and HR. In this role, Stedman will lead the labor relations and human resources organization for the agency, which employs more than 2400 people, and serve as a member of the Executive Leadership Team.

Stedman brings more than 20 years of labor and HR experience to the role, including serving as a labor and employment lawyer before leading the HR functions for various private and government entities. Before joining TriMet, he founded a successful labor relations and HR consulting practice . Stedman holds a BA and MS from California State University and a law degree from Vanderbilt University .

As the Executive Director of Labor Relations and HR, Stedman will oversee programs and activities including labor contract policy development, negotiations and administration; labor relations; and human resources programs and staff development.

Congratulations to TriMet on this successful hire!

Bridgewell Resources Appoints New CFO

Tue, 01 Nov 2011 16:57:21 GMT

180one congratulates Bridgewell Resources on appointing Jay Wilson as the new Chief Financial Officer. Based in Oregon, Bridgewell spans the gap between suppliers and customers as a global trader and wholesale distributor of wood, food, agricultural, mat, utility and construction products.

A graduate of the University of Washington and the University of Chicago Booth School of Business , Wilson is an experienced senior executive for both closely-held and private equity-backed companies. He has led the accounting and finance functions for some of Oregon’s most well-known companies, including serving as CFO at Michaels of Oregon , Yakima Products and Davis Tool (where he also served as CEO). Most recently he was the CEO at Silver Eagle Manufacturing , an $80M PE-backed manufacturer of transportation equipment for trucking fleets and the military.

As the new CFO, Wilson will serve as a partner and counselor to the executive team, Board of Directors and investors on the financial implications of business activities and make recommendations to strategically enhance financial performance. He will oversee all accounting, finance and information technology functions.

180one enjoyed partnering with Bridgewell on this crucial hire for the organization. Congratulations!

Blount International Selects Cordless Business Unit Director

Tue, 12 Apr 2011 16:56:48 GMT

180one enjoyed partnering with Blount International in the recent search for a new Business Unit Director for Cordless Products. Headquartered in Portland, Oregon, Blount is the world’s largest manufacturer of chainsaw chain and accessories. After conducting a national search with 180one, Blount selected Alan Lofurno for the role.

Lofurno brings nearly 20 years of product marketing and product line management experience to the position. Prior to joining Blount, he was the Global GeneraL Manager for the Aerial Booms product segment at Terex , as well as spent more than 15 years in product marketing with Black & Decker .

At Blount, Lofurno will lead the product line commercialization and develop new business for products including chainsaw, hedge trimmers and others associated with the 36V lithium-ion platform . He will be responsible for building and executing the roadmap for the Cordless product line, which is a high strategic priority for Blount’s corporate initiative.

ACME Consulting Appoints Managing Director of Seattle

Mon, 24 Jan 2011 17:55:55 GMT

This past fall, 180one partnered with ACME Business Consulting to select Darin Hilliker to assist the firm in launching a Seattle practice.

Hilliker brings more than 17 years of consulting experience to ACME, most recently serving as Senior Executive and Partner at Accenture . As Managing Director, Hilliker will leverage his strong working relationships and networks in Seattle to bring ACME’s unique and strategic approach to clients across the city.

Read the full press release about ACME’s expansion into the Seattle marketplace here .

Congratulations to ACME on this exciting new hire!

The Partners Group Selects VP of Wealth Management

Thu, 13 Jan 2011 17:55:18 GMT

180one was proud to partner with The Partners Group in the search for a Leader for the firm’s Wealth Management practice. One of the largest independent investment firms in Portland, TPG was established in 1980 and has been recognized as one of the fastest growing companies in Oregon. After conducting a targeted search, 180one worked with TPG to select Shawn Higley for the role.

Prior to joining TPG, Higley managed financial strategies and portfolios at organizations such as Wells Fargo and US Bank . Most recently he was Senior Vice President of Investments at Wells Fargo Advisors , where he focused on retirement planning and financial strategies for business owners, families and individuals.

At TPG, Higley will manage the growth and leadership of the Wealth Management practice, including overseeing strategy & business planning, sales & marketing and product & service development.

Congratulations to TPG on this exciting new hire!

Les Schwab Tire Center Selects Tax Director

Thu, 09 Sep 2010 16:54:41 GMT

180one congratulates Les Schwab Tire Centers on selecting Greg Stevens as the company’s new Director of Tax. Founded in 1952, Les Schwab is one of the largest independent tire dealers in the country, owing its success to the company’s strong commitment to its customers and employees.

Stevens brings more than 20 years of tax experience to the position. Before joining Les Schwab, he served as International Tax Director at Deloitte , where he led the Chinese services group for the Pacific Northwest. At Les Schwab, Stevens will manage and coordinate federal, state and local tax compliance, reporting and planning for all Les Schwab affiliated entities and their owners.

180one was proud to partner with Les Schwab on this critical hire!

RadiSys Hires Director of Business Development

Thu, 12 Aug 2010 16:54:02 GMT

180one recently worked with RadiSys Corporation , a $30M high-tech manufacturing company, to select Anthony Glavis as the new Director of Business Development.

A proven sales leader, Glavis comes to RadiSys from Nokia , where he oversaw strategy, sales and delivery of enterprise software and SOA solutions for wireless and wire line networks, enabling performance management, network monitoring and service assurance, with a focus on AT&T .

At RadiSys, which develops, produces and markets computer system products for embedded applications in the telecom, manufacturing automation and other marketplaces, Glavis will work closely with the VP of Sales and Business Unit Executives to develop overall sales strategies for a territory including an existing strategic Tier 1 customer.

180one was proud to partner with RadiSys on this search!

University of Portland Selects Director of IT Infrastructure

Tue, 10 Aug 2010 16:52:08 GMT

180one recently partnered with the University of Portland to select Paul Disbury as the school’s new Director of IT Infrastructure.

Disbury comes to the University of Portland from Knowledge Universe's KC Distance Learning (KCDL) division, where he served as Director of Platform Management for Learning Technologies and managed all technology functional platforms across the organization. He also successfully implemented an enterprise VMWare framework for production, staging and test environments, as well as sponsored a data center consolidation project to streamline the organization’s data and application infrastructure.

As Director of IT Infrastructure, Disbury will manage system administration, operations, network services, servers, storage, data centers and more for UP, a top-ranked Catholic university with nearly 4,000 students.

Congratulations to UP on this successful hire!

University of Portland Names Director of HR

Tue, 13 Jul 2010 16:51:24 GMT

180one recently partnered with the University of Portland , a top-ranked private Catholic university with nearly 3,700 students, to select Bryn Sopko as the school's Director of Human Resources. In this role, she will lead the planning and management of human resources services, policies and programs.

Sopko brings 14 years of HR experience leadership to the role, serving most recently as HR Manager at Intel , where she was responsible for driving Organizational Capabilitiy planning. She earned her MBA in Organizational Development from Marylhurst University and a BA in English and Economics from Saint Mary's College .

Read more about Sopko's appointment in the university's news release . Congratulations to the University of Portland on this successful search!

Coffee Bean International Selects VP of Sales

Wed, 17 Mar 2010 16:50:28 GMT

Coffee Bean International , one of the country’s leading specialty coffee roasters, recently partnered with 180one to select Rich Sermone as the company’s new Vice President of Sales. Sermone will strengthen the company’s focus on sales and serve as a key member of the executive leadership team.

A veteran of the beverage industry, Sermone will be responsible for assembling a team to develop partnerships with regional and national retailers. He joins Coffee Bean International from Seattle-based Jones Soda Co. , where he developed a base of national retail grocery customers and managed a national sales team responsible for direct store delivery (DSD) business.

180one was proud to partner with Coffee Bean International on this search. Congratulations!

CTC Consulting Selects New COO

Mon, 04 Jan 2010 16:41:30 GMT

180one is excited to announce that CTC Consulting has selected Robert Gray as the firm’s new Chief Operating Officer. CTC, a premier investment consulting firm with offices across the country, partnered with 180one last year to conduct a national search to find the right professional to oversee the company’s day-to-day business operations.

A graduate of the University of Washington Michael G. Foster School of Business , Gray has had a successful operations and finance career with organizations including Cushman & Wakefield and PACCAR . He joins CTC from Stoel Rives LLP , where he was the Practice Management Director. In this role, he led strategic and business planning, financial analysis, mergers & acquisition due diligence/integration and more for the law firm, which spans 12 offices over 8 states.

Reporting directly to the CEO, Gray will chair CTC’s operating committee and direct both strategic and tactical operations planning to meet the company’s goals. He will also supervise technology, finance, compliance, performance reporting and administration for the firm.

Congratulations to CTC on this successful hire!

Lewis & Clark College Selects Director of IT Infrastructure

Mon, 02 Nov 2009 16:40:30 GMT

180one recently partnered with Lewis & Clark College , a pre-eminent liberal arts college located in Portland, Ore., in appointing Trevor Dodson as Director of IT Infrastructure. He brings more than 10 years of IT management and operations experience to the role.

Before joining the Lewis & Clark community, Dodson served as Director of IT Production Services & Global Operations for Vesta Corporation , where he was responsible for all datacenter infrastructure server, SAN, network and power distribution systems across 4 datacenters. He received a BS in Computer Information Systems from California Lutheran University in southern California. As Director of IT Infrastructure at Lewis & Clark, Dodson will oversee all department operations, including system administration, network services, servers, computer hardware, networks, strategic planning and team management.

Congratulations to Lewis & Clark on this successful hire!