How to Conduct a Job Search Using a Sales Approach

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.

< Older Post

Newer Post >

The Leadership Reset: Why Companies Are Replacing More Executives Than They Are Adding

By Greg Togni • June 8, 2026

For much of the last decade, executive hiring was closely tied to expansion. Growing companies added new business units, entered new markets, launched digital initiatives, and created leadership roles to support growth. Today, the picture looks markedly different. While demand for senior leadership remains strong, a growing share of executive hiring is being driven by replacement rather than expansion. Across industries, boards and leadership teams are increasingly focused on succession planning, retirement-related transitions, and upgrading leadership capabilities to meet rapidly evolving business demands. In many organizations, the question is no longer, "What new leadership roles do we need?" Instead, it has become, "Do we have the right leaders for the future we are building?" Several converging trends are driving this shift. A Wave of Leadership Turnover Leadership turnover continues to accelerate across public and private companies. According to research cited by Harvard Business Review, CEO succession rates reached 12.5% in 2025, up significantly from 9.8% the prior year. At the same time, more than 2,000 CEO departures were recorded in the United States, reflecting one of the most active succession environments in recent decades. Boards are also becoming more willing to look externally for leadership talent. Recent data show that 44% of CEO appointments among S&P 1500 companies came from outside the organization, a level near a 25-year high. This growing willingness to seek external leadership reflects a broader reality: many organizations believe that the skills required for the next phase of growth may not be fully represented within their current leadership teams. The Retirement Factor Is Becoming Impossible to Ignore Demographics are creating another powerful force behind replacement hiring. Large numbers of Baby Boomers continue to exit the workforce, creating leadership gaps across industries. While retirement timing varies by sector and geography, organizations are increasingly confronting the loss of decades of institutional knowledge and leadership experience. Many companies spent the past several years postponing succession discussions while navigating economic uncertainty, inflation, and labor market disruption. As a result, some organizations are now facing a compressed timeline to identify and develop the next generation of leaders. The challenge extends beyond simply filling vacancies. In many cases, companies are discovering that there are fewer experienced leaders available than expected, particularly in specialized industries where leadership pipelines have not kept pace with retirements. Evidence of these pressures is appearing across both public and private sectors as organizations report increasing difficulty replacing highly experienced senior talent. From Replacement to Upgrade Not all replacement hiring is driven by turnover. An increasingly common scenario involves organizations replacing leaders who are performing adequately but lack the capabilities required for future business needs. Economic uncertainty has made many organizations cautious about adding headcount. Instead of creating new executive positions, boards are asking whether existing leadership structures are optimized for growth, profitability, and transformation. Recruiters and talent advisors report a significant increase in confidential replacement searches, particularly for leadership positions impacted by AI, digital transformation, operational efficiency, and changing customer expectations. Rather than expanding leadership teams, organizations are investing in stronger leadership capability within existing roles. This represents a meaningful shift from previous cycles. Historically, executive hiring often accompanied organizational growth. Today, many leadership searches are designed to improve execution, accelerate transformation, or close capability gaps. AI Is Raising the Leadership Bar Artificial intelligence is emerging as one of the strongest drivers of leadership upgrades. Boards increasingly expect executives to understand not only their functional disciplines but also how AI will reshape business models, workflows, workforce planning, customer engagement, and competitive advantage. Organizations are reassessing leadership teams through a new lens: adaptability. Leaders are being evaluated on their ability to navigate technological disruption, lead workforce transformation, make data-driven decisions, and build organizations capable of operating in a rapidly changing environment. Companies across industries are investing heavily in AI capabilities and adjusting talent strategies accordingly. As a result, many executive searches today are less about filling a vacancy and more about acquiring capabilities that did not exist as leadership requirements even a few years ago. What Corporate Leaders Should Be Thinking About The implications for boards, CEOs, and CHROs are significant. Organizations that treat leadership succession as an occasional event may find themselves competing for scarce talent at precisely the moment they need continuity and stability. Meanwhile, companies that regularly assess leadership capabilities against future business requirements will be better positioned to navigate both retirements and transformation. The most successful organizations are no longer viewing succession planning and executive hiring as separate activities. They are treating both as part of a broader leadership strategy focused on future readiness. The executive hiring market in 2026 remains active, but the underlying motivation has changed. For many organizations, the priority is not adding more leaders. It is ensuring they have the right leaders for what comes next.

New Opportunity: President

By Effie Zimmerman • June 1, 2026

President ABOUT THE COMPANY Dating all the way back to 1878, BASCO's parent company, founded by the Cronin Family, began its long-lasting legacy. Now a fifth-generation family-operated business, BASCO has built an exceptional reputation by combining industry-leading products, expert customer guidance, and an unwavering commitment to service. With showroom locations in Portland’s Pearl District, Lake Oswego, and Bend, along with an Outlet Store, BASCO delivers a highly differentiated customer experience through interactive appliance displays, knowledgeable professionals, and a curated portfolio of more than 60 premium appliance brands, including Viking, Thermador, Dacor, Miele, and Wolf-Sub Zero-Cove. BASCO is the trusted appliance partner for discerning homeowners, luxury remodel projects, and the building community serving the upper-end residential market throughout the Pacific Northwest. POSITION SUMMARY Reporting to the CEO and the Board of Directors, the President will lead the organization into its next phase while preserving the culture, reputation, and customer-first values that have defined BASCO for generations. This executive will provide strategic and operational leadership across the business, strengthen organizational performance, develop high-performing teams, and continue elevating BASCO’s position as the region’s premier luxury appliance retailer. The President will provide leadership and oversight across all major functional areas of the business, including operations, purchasing and supplier relationships, product delivery, customer service, finance, human resources, and marketing/communications. The Ideal Candidate will possess the following skills: Proven ability to attract, develop, engage, and retain high-performing team members while building a strong, collaborative organizational culture Exceptional communication and leadership skills, with the ability to effectively delegate, influence, and collaborate across all functional areas to drive productivity and operational excellence Thoughtful and confident leader with a growth mindset, sound judgment, and the ability to make strategic and timely decisions Strong financial and business acumen with a clear understanding of key business drivers and the ability to effectively leverage organizational resources to achieve strategic and operational objectives CORE RESPONSIBILITIES Review and enhance organizational effectiveness by improving processes, fostering a highly engaged work environment, and implementing operational improvements Develop, implement, and manage annual budgets and resource allocation plans Continuously evaluate and improve operational efficiency and overall financial performance Deliver the financial objectives established by senior leadership and the Board of Directors Partner with operational leaders to establish, track, and achieve key performance metrics and KPIs Identify and implement effective solutions to business challenges, including customer concerns, profitability issues, employee relations matters, and competitive pressures Collaborate closely with the Sales Team to consistently deliver an exceptional customer experience Champion customer loyalty by ensuring a consistently high level of service and delivering commitments with integrity and responsiveness Recruit, onboard, develop, and retain high-performing talent aligned with the company’s business objectives and culture Inspire and motivate team members to achieve and exceed goals by establishing clear accountability, defining performance expectations, setting high standards, and providing ongoing coaching and feedback QUALIFICATIONS Bachelor’s degree in Business or a related field required; advanced degree or graduate-level education preferred Proven executive leadership experience with full P&L responsibility, ideally within a retail, multi-location, distribution, or related operating environment Demonstrated success leading diverse functional areas and large teams while building strong cross-functional relationships that drive collaboration and results Strong strategic thinking and decision-making capabilities, with the ability to balance long-term objectives and day-to-day operational demands Excellent communication, collaboration, and delegation skills, with the ability to influence at all levels of the organization Proven ability to develop, manage, and execute financial plans, budgets, and performance objectives Broad business acumen with a strong understanding of key organizational functions, including finance, operations, human resources, procurement, and sales Strong analytical and problem-solving skills, with the ability to leverage data and insights to support sound business decisions Interested in Learning More? 180one has been retained by BASCO 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: Chief Financial Officer

By Effie Zimmerman • May 28, 2026

C HIEF FINANCIAL OFFICER ABOUT THE COMPANY Founded in 1929, Bennett is a trusted, family-led provider of water, plant health, and energy solutions for growers with locations in California’s Central Valley and Hawaii. Based in Selma, California, and now led by fourth-generation CEO Tyler Bennett, the company offers fully integrated services to maximize resource efficiency - delivering turnkey solutions that help customers maximize yields, improve water efficiency, and enhance crop health. What began as a family-run business, Bennett grew alongside the farming communities it served, built on a commitment to practical solutions, dependable service, and long-term relationships. Over the decades, Bennett continued to evolve with the needs of the industry. As agriculture faced new challenges around efficiency, resource management, and crop performance, the company expanded its capabilities to support operations in more ways. Through each stage of that growth, one principle remained constant: focus on solving real problems in the field and stand behind their work. In August of 2025, Pike Street Capital made an investment in Bennett to help facilitate continued growth and geographical expansion. More information is available at www.bennett.llc . ABOUT THE POSITION The Chief Financial Officer position is accountable for the strategic, financial, administrative, and risk management operations of the company, including the development of a financial and operational strategy, metrics tied to that strategy, and the ongoing development and monitoring of control systems designed to preserve company assets, maximize profits, and report accurate financial results to the Board and stakeholders. The CFO candidate must be willing to take a side-by-side role with the CEO and executive team to motivate the people in the organization to achieve its mission and financial targets. The CFO will report to the Chief Executive Officer and be a key member of the Company’s senior executive team. She or he will design, install, and manage the practices and systems necessary, including financial policy, reporting, compliance, risk management, controls, financial accounting, cost accounting, accounting systems, cash management, banking relationships, tax strategy, and Board interface. The CFO will coordinate the development and filing of all bank and board-related reports and regulatory documents, if any, and initiate and maintain accounting and auditor relationships. DUTIES & 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. DESIRED QUALIFICATIONS A complete understanding of the role of a private company CFO as a fiduciary with responsibility for reporting, bank covenant compliance, and Board interface. Domain expertise in accounting policy, accounting systems, financial reporting, taxation, and bank compliance. Superior management, analytical, organizational, administrative, and presentation skills. The temperament and maturity to be a key confidant and collaborator with the CEO and the management peer group. Master's degree in accounting or business administration, or equivalent business experience, preferred. 10+ years of progressively responsible experience in an industry-relevant company in a financial capacity. Experience partnering with an executive team and have a high level of written and oral communication skills. Preference will be given to candidates with an MBA in Finance and the Certified Public Accountant or Certified Management Accountant designations. Interested in Learning More? 180one has been retained by Bennett to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .