How to Conduct an Effective Confidential Search

Confidential

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:

  1. 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.
  2. 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).
  3. 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!

New Opportunity: Corporate Controller

By Effie Zimmerman • April 20, 2026
Corporate Controller ABOUT THE COMPANY With roots going back to the 1960’s, Forest City Trading Group (FCTG), may have started as a small lumber yard run by two immigrant brothers, but has since grown into North America’s largest wholesale lumber product distributor. FCTG facilitates the distribution of products across 6 continents through our network of 12 operating companies and over 750 employees. The company’s impact is far-reaching, especially when considering that one in every ten houses today is built using products sourced and sold by our operating companies. As proponents of forest sustainability, FCTG actively supports suppliers who use sustainable forest management practices that promote forest sustainability and result in long-term environmental, social, and economic benefits. POSITION SUMMARY Reporting directly to the Chief Financial Officer (CFO), the Corporate Controller is a senior finance leader and trusted business partner to the CFO and management team. This role owns the integrity of the Company's accounting, reporting, and control environment while advancing the finance function through improved processes, disciplined decision-making, and effective deployment of technology. This is a hands-on leadership role. The Controller will operate in the details with responsibility for managing the full accounting cycle for corporate and operating companies, commodity position accounting, physical and financial settlement, and daily treasury operations—while building a scalable, high-performing finance organization. The role also operates in a matrixed environment, requiring strong influence skills to align and uplevel financial operations across Operating Companies, and partners closely with the trading desk, risk management, operations, legal, and external auditors. CORE RESPONSIBILITIES Leadership & Culture Build, lead, and develop a high-performing corporate accounting and finance team Foster a positive, accountable culture at the corporate and Operating Company levels Hire, develop, and retain talented accounting, treasury, and shared services professionals Serve as a stabilizing force during system change, organizational growth, or market volatility Assess subsidiary finance capabilities; develop structured plans to up-level talent, processes, and controls Business Partnership & Cross-Functional Influence Serve as a key finance partner to the CFO, Operating Company Controllers, and operations leadership Lead through influence in a matrixed environment—aligning subsidiary Controllers around corporate standards without relying on direct authority Translate financial information into clear, actionable insights for corporate and subsidiary audiences Collaborate with the trading desk to ensure accounting treatment aligns with economic reality and business intent Technical & Functional Oversight Financial reporting and accounting, including trader compensation, commodity futures, and mark-to-market accounting Daily treasury operations and internal cash/collateral management Tax coordination and oversight, including pass-through partnership structures Budgeting, forecasting, and financial planning Internal controls, risk management, and policy oversight Foreign exchange and cross-currency hedging for international procurement and sales Shared services leadership: expense approvals, vendor setup, purchase order controls, and finance policies Decision Support & Systems Apply cost-benefit and ROI thinking to financial and operational decisions Drive automation of routine reporting workflows to free capacity for higher-value analysis Lead ERP implementation and optimization; evaluate best-practice accounting policies as the business evolves Subsidiary Finance Uplift Establish a structured approach to evaluating financial maturity across Operating Companies Develop and maintain a corporate finance playbook that subsidiary Controllers can adopt and execute Provide hands-on coaching and technical guidance to Operating Company finance teams Drive consistent consolidation standards, intercompany accounting, and reporting cadences across subsidiaries Identify and escalate risks in subsidiary financial operations before they affect corporate reporting integrity KEY ATTRIBUTES Trusted Leader & Business Partner: Close thought partner to the CFO; credible with Operating Company Controllers, traders, and senior management. Leads with integrity, sound judgment, and practical business sense. Relationship Builder & Matrix Navigator: Builds trust-based relationships across corporate and subsidiary teams. Leads through influence rather than direct authority in a matrixed environment. Subsidiary Uplift Leader: Assesses and elevates Operating Company finance capabilities through coaching, playbooks, and structured engagement—raising the bar on controls, talent, and reporting quality. Hands-On & Detail-Oriented: Ensures accuracy and follow-through across all finance processes. Process & Technology Focused: Continuously seeks better ways to operate. Leverages ERP and other tools to improve efficiency and data quality; leads system implementation and optimization. Positive, Accountable Leader: Creates a high-accountability finance culture at both corporate and subsidiary levels. Leads by example and develops strong teams. IDEAL CANDIDATE PROFILE Leadership Track Record: Demonstrated ability to build high-performing finance teams Matrix Leadership: Proven success in influencing and driving change without direct authority over Operating Company teams Relationship Builder: Naturally builds trust across organizational levels—someone subsidiaries want to partner with, not just report to Strategic and Tactical Range: Operates at a senior level strategically and at the transactional level when the business requires it Technology Proficiency: Demonstrated curiosity and initiative in experimenting with and adopting emerging technologies (including AI) to enhance financial reporting, forecasting, and process efficiency Change Leadership: Comfortable reassessing processes and building scalable financial infrastructure from a hands-on starting point Integrity & Judgment: High personal integrity and sound judgment in ambiguous, fast-moving environments Interested in Learning More? 180one has been retained by Forest City Trading Group to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com

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

By Greg Togni • April 6, 2026
When the Masters Tournament tees off at Augusta National on Thursday, April 9, much of the world will tune in not just for golf, but for something increasingly rare: consistency. In an era where nearly everything feels in flux, the Masters remains almost stubbornly familiar. And that’s precisely why it continues to grow. For companies navigating change, the Masters offers a compelling lesson. Tradition and innovation are often framed as opposing forces. At Augusta, they coexist, deliberately, carefully, and profitably. Few events guard tradition as fiercely as the Masters. Patrons still buy pimento cheese sandwiches for $1.50 and walk not run when the gates open. Cell phones are prohibited on the grounds. There are no sprawling sponsor tents, no commercial signage lining the fairways, and no blaring music between shots. Even the language is intentional. Attendees aren’t fans, they’re patrons. Employees aren’t staff, they’re members. Winners don’t hoist trophies in front of LED boards; they slip on a green jacket in Butler Cabin. These aren’t gimmicks. They’re signals. What’s often missed is that the Masters is far from static. Behind the scenes, Augusta National has invested heavily in innovation, just not where it would disrupt the experience. The tournament has become a leader in sports broadcasting, offering one of the most advanced digital viewing experiences in the world. Streaming options give fans unprecedented control over featured groups, individual holes, and real-time scoring. The Masters app is consistently ranked among the best in sports, blending tradition-heavy visuals with cutting-edge technology. International distribution has expanded dramatically, growing global viewership without altering the on-site product. Sponsorship revenue has increased through exclusivity and scarcity rather than volume, fewer partners, and deeper relationships. Augusta didn’t innovate by changing what made the Masters special. It innovated by protecting the experience while modernizing access to it. Perhaps the Masters’ most underrated capability is restraint. There are no naming rights. No halftime-style spectacles. No social media gimmicks plastered across Amen Corner. Augusta National has repeatedly said no to revenue opportunities that would dilute the brand, even as demand continues to grow. Many companies struggle not because they fail to innovate, but because they innovate indiscriminately. They abandon what made them successful in pursuit of what feels new. The Masters shows that enduring brands don’t confuse change with progress. For executives, boards, and investors, the takeaway is clear: preserving tradition and driving innovation are not mutually exclusive goals. The strongest organizations do both simultaneously, anchoring themselves in what they believe while adapting how they operate. As the green jackets come out this April, the Masters will once again remind us that progress doesn’t always look loud. Sometimes, it looks like a familiar sandwich, a quiet fairway, and a product that evolves just enough to stay timeless.

New Opportunity: Corporate Counsel

By Effie Zimmerman • March 31, 2026
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 .
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