How to Conduct an Effective Confidential Search
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!
Chief Financial Officer ABOUT THE COMPANY CRU Data Security Group (CDSG) is a leading innovator and manufacturer of industrial-grade flash storage, secure storage products, and removable secure data solutions. With its OEM partners, CDSG supports security-conscious customers worldwide, including government agencies, military organizations, and corporations of all sizes. The company’s portfolio includes highly secure solid-state drives (SSDs), removable SSDs, disaster-proof storage devices, and forensic investigation tools. These purpose-built solutions are engineered to deliver the highest levels of security, durability, and performance, ensuring mission-critical data is protected whether operating at the edge, in the field, or behind the firewall. In 2025, Seattle-based private equity firm Pike Street Capital made a strategic investment in CDSG to accelerate growth through product innovation and targeted acquisitions. THE ROLE CDSG is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of their high-growth business. The CFO will play a critical role in enabling both organic and acquisitive growth, optimizing operations, and driving value creation in partnership with the CEO and private equity sponsor. This is a hands-on executive leadership role ideal for a proven financial leader with a track record of operating in dynamic, performance-driven environments. RESPONSIBILITIES Executive & Strategic Leadership Serve as a strategic partner to the CEO and executive team, actively contributing to policy, direction, and long-term planning. Help define and execute the company’s growth strategy in alignment with operational, financial, and market objectives. Drive a high-performance culture through accountability, transparency, and collaboration. Lead by example, setting the tone and culture across the organization. Operate as a player/coach, comfortable building models, developing presentations, and engaging directly in critical business issues. Attract, develop, and retain top-tier financial and operational talent. Lead major business initiatives and projects (e.g., productivity improvement, pricing strategies) with measurable results. Shoulder broad business leadership responsibility, beyond traditional finance functions. Financial Planning & Analysis (FP&A) Own the development and ongoing refinement of annual budgets, monthly forecasts, and long-term financial planning. Track and maintain key performance indicators (KPIs) to measure performance against strategic goals. Conduct hands-on analysis of financial performance, with actionable insights to achieve growth and EBITDA targets. Lead investment analysis and decision support, including customer pricing models and full business case development. Demonstrated expertise in labor cost management and margin improvement strategies. Bring experience across multiple ERP platforms; ERP selection and implementation experience is highly preferred. Accounting & Financial Operations Oversee all accounting and finance functions, ensuring accuracy, integrity, and timeliness of financial information. Prepare and deliver comprehensive financial reporting packages, including monthly P&L, balance sheet, cash flow, and covenant compliance. Ensure all financial statements are prepared in accordance with GAAP and meet internal and external stakeholder requirements. Lead all month-end close activities, including general ledger, balance sheet reconciliations, and overhead allocation. Enhance and scale accounting processes, systems, and internal controls to support company growth. Coordinate the annual audit process, ensuring unqualified audit results. Lead the preparation and management of company-wide budgets, including revenue and capital expenditure planning. Treasury & Working Capital Management Lead cash flow forecasting, management, and decision-making around weekly cash disbursements. Improve the full cash cycle, credit policy, collections, inventory, and payables management. Manage lender relationships and covenant compliance. Use forward-looking cash flow analysis to guide capital structure decisions and working capital strategy. M&A & Private Equity Engagement Collaborate with the leadership team, private equity sponsors on M&A activities. Experience or understanding of value creation planning, reporting, and board-level communication. EDUCATION, EXPERIENCE & SKILLS REQUIRED Bachelor’s degree in finance, accounting, business administration, or a related discipline; CPA and MBA strongly preferred. Extensive experience in senior financial leadership roles, ideally within a private equity-backed or high-growth environment. Deep understanding of financial and operational disciplines, including P&L ownership, balance sheet management, cash flow optimization, and capital allocation. Demonstrated experience in corporate governance, risk management, and regulatory compliance. Proven ability to lead complex negotiations related to financing, vendor agreements, M&A, and commercial terms. Expertise in budgeting, forecasting, financial modeling, and working capital management; prior public accounting experience is a plus. Strong business acumen with the ability to quickly assess new challenges and make sound, data-driven decisions in a dynamic environment. Natural leadership presence with the ability to build trust and credibility across all levels of an organization and with external stakeholders. Resilient under pressure with a disciplined approach to prioritization, execution, and delegation. Exceptional communication skills—both written and verbal—with the ability to clearly articulate financial concepts to non-financial stakeholders. Committed to service excellence, with strong interpersonal skills and a collaborative leadership style. High attention to detail and precision, balanced with the ability to think strategically and see the broader business context. Interested in Learning More? 180one has been retained by CDSG to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 180one at: 503.699.0184 / nicole@180one.com .
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 .
Controller ABOUT THE COMPANY Pacific Realty Associates, L.P. (“PacTrust” or the “Firm”) is a fully integrated real estate development and investment firm based in Portland, Oregon. PacTrust has been active in commercial real estate for more than 50 years and is among the largest real estate developers and investment property owners in the Pacific Northwest. The Firm’s real estate portfolio consists of industrial, industrial/flex, office, retail, hospitality, and agricultural properties, with assets in the Pacific Northwest, California, Texas, and Maryland. www.pactrust.com. THE ROLE PacTrust is seeking a Controller to join its corporate headquarters in Portland, Oregon, reporting directly to the Chief Financial Officer. The candidate will be a key member of the team and be responsible for overseeing all financial accounting, debt reporting & compliance, treasury, financial planning & analysis, tax planning, and filing. Additionally, the candidate will collaborate with the Firm’s investment and asset management teams and will be involved with the operations of the business, specifically related to budget and forecast analysis. Qualified candidates must be self-motivated, extremely detail-oriented, organized, and intellectually curious, and must have deep experience working with and managing teams. The Controller must also embrace the Firm’s collaborative and positive culture, be an effective multitasker, and be comfortable working with and supporting various departments and functions. The Firm benefits from a strong, long-standing capital structure with established policies and procedures, but the Controller will be a key member of the Senior Management team tasked with guiding the Firm into the future and growing the business. The Controller will manage a team of accountants, with additional headcount potentially added in the future based on growth and/or reporting needs. RESPONSIBILITIES The Controller will lead the Firm in the following areas: Financial Accounting & Reporting Manage monthly and quarterly financial statement preparation and related reports and projections. Prepare subsidiary financials and review monthly financial packages from joint-venture partners. Review and approve various balance sheet account reconciliations. Oversee fixed asset accounting and maintain all depreciation schedules within the Firm’s Fixed Asset System (Sage). Prepare valuation support schedules and related reports for quarterly fair value accounting purposes. Set up and manage construction jobs in the Firm’s ERP system (Yardi) to ensure appropriate capitalization of development expenses. Treasury: Ensure the Firm’s cash disbursement and cash management controls are appropriately adhered to and adequately documented. Prepare cashflow forecasts and monitor cash receipts to ensure sufficient liquidity at all times. Administer the Firm’s credit card platform (US Bank) and process daily ACH clearings and vendor updates. Administer the Firm’s cash disbursement system (SinglePoint) and setup/approve ACH, book, and wire transfers. Financial Planning & Analysis: Prepare annual budgets for the Firm’s operating company and managing member entities, with monthly forecast updates. Tax Planning & Filing: Coordinate annual tax return preparation with the Firm’s third-party tax advisor (Deloitte) and ensure all filing requirements are satisfied. Prepare tax work papers for the various entities under management. Prepare quarterly estimated taxable income projections and estimated required tax payments. Prepare and process personal property tax filings for various jurisdictions, as required. Process tenant association tax returns, where applicable. Team Leadership & Development: Lead, mentor, and develop a high-performing accounting team. Foster a culture of continuous improvement, promoting efficiency, accuracy, and best practices. Manage performance, establish clear development goals, and provide ongoing coaching for team members. Other: Coordinate annual audit with the Firm’s third-party auditor (Deloitte) and oversee preparation of audit workpapers. Prepare, on an annual basis, lease analysis files for each park with corresponding updates in Yardi as necessary. EDUCATION, EXPERIENCE & SKILLS REQUIRED Education Bachelor’s Degree in Accounting or Finance required CPA strongly preferred. Knowledge & Experience 10+ years of professional experience with prior controller or similar experience required. Experience with commercial real estate and real estate development accounting and reporting is preferred. Working knowledge of real estate valuation frameworks (discounted cash flow, cap rates, etc.) and financial concepts is preferred. Working knowledge of real estate development and asset management functions is preferred. Working knowledge of tax concepts and considerations as they relate to commercial real estate investment and legal entity structuring is preferred. Skills & Abilities Proven track record of building and managing high-functioning teams. Impeccable integrity and honesty. Exceptional analytical, problem-solving, and strategic thinking abilities. Collaborative and effective team player. Proficient with ERP systems and MS Office Suite. Yardi experience a plus. Excellent interpersonal, oral, and written communication skills; strong presentation skills. Initiative-taker with high energy and commitment to work within a dynamic, collaborative and entrepreneurial environment. Strong business writing skills. Ability to build and manage strong relationships internally and externally. Accountable to deadlines with the ability to manage and prioritize work. PacTrust is an equal opportunity employer. All qualified applicants will receive consideration for employment without regard to race, religion, color, national origin, sex, age, genetic information, sexual orientation, gender identity, status as a protected veteran, or status as a qualified individual with a disability, or any other characteristic protected by applicable Federal, State, or Local law. Interested in Learning More? 180one has been retained by PacTrust to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .
