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Vice President of Sales – Industrial Automation 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 new Vice President of Sales – Industrial Automation 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 OEM’s, 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 Glove to ensure solution relevance and competitive differentiation. Qualifications: Bachelor’s degree in engineering, business or related field of study. 10+ 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., PLC’s, 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 .
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.
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
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.
President – Agriculture & Turf About the Company With roots dating back to 1938, The Papé Group is the West’s leading supplier of capital equipment solutions. Today, we operate across nine states with over 4,000 team members, proudly representing premier brands including John Deere, Kenworth, Hyster, Ditch Witch, and more. What sets Papé apart is our commitment to long-term relationships, both with customers and employees. As a fourth-generation, family-led business, we believe in the value of a handshake, the importance of service, and the impact of leadership that stays close to the work. About Papé Machinery Ag & Turf (PMAT) Established in 2012, Papé Machinery Ag & Turf brings together several leading John Deere dealerships into one integrated platform serving the agricultural and turf markets. With locations across Oregon, Washington, California, Nevada, Idaho, and Hawaii, PMAT supports farmers, ranchers, and landowners with equipment sales, service, parts, and financing solutions. The business continues to grow in scale and complexity, and we’re committed to strengthening our operational foundation while remaining closely connected to the customers and communities we serve. About the Position Reporting to the CEO of the Papé Group and residing in Eugene Oregon, the President will have full P&L responsibility and will lead 7 Regional General Managers, Vice President of Product Support, Vice President of Sales, and a Vice President of Ag Technology on executing the current growth strategy along with identifying, developing, and executing additional opportunities for growth and operational improvements. An ideal candidate will bring a deep understanding of the agricultural equipment business, whether from a dealership, OEM, or production agriculture background, and a track record of leading large, distributed teams. This is a hands-on leadership role in a company that values integrity, service, and results, and where decisions are made with the long-term in mind. Essential Duties and Responsibilities Strategic Planning & Business Development Develops a strategic plan for the organization with broad organizational input, considering market trends, evaluating risk, and identifying opportunities. Identifies and aligns company resources to execute the strategic plan. Responsible for meeting projected goals, objectives, sales volumes, and profit plans. Provides leadership and vision of the company’s goals and objectives through open communication. Evaluates expansion of product or territory for Papé Machinery Ag & Turf. Develop and assist General Managers in implementing strategies for promoting the sale of equipment, service, parts, and financing. Operations & Financial Management Drive financial performance of the company against the strategic plan Own the annual budgeting process, capital planning, and financial performance targets to meet or exceed ROI expectations. Partner with the corporate finance team for ad-hoc analysis and scenario planning. Manage inventories, sales volumes, expenses and personnel of all Papé Machinery Ag & Turf operations. Manage and assist General Managers as appropriate to maximize profits with expense controls and efficiency to achieve acceptable profit margins. Leverage data and reporting tools to drive decisions and monitor performance. Insures accurate financial reporting to The Papé Group, Inc. Team Management & Development Serves as a strategic coach and advisor to General Managers, fostering leadership effectiveness and accountability in achieving business objectives. Oversee the performance management process for General Managers and Corporate Managers, ensuring consistency in evaluations, compensation reviews, and goal setting. Collaborates with managers and supervisors to implement structured development plans, performance reviews, and training programs that support member growth and operational excellence. Facilitates open communication across all levels of the organization by soliciting feedback and clearly articulating company and departmental goals to ensure alignment, engagement, and cultural continuity. Provides executive-level guidance on all personnel matters, including talent acquisition, terminations, and organizational planning, in accordance with company policies and best practices. Relationship & Communication Maintain and develop relationships with Manufacturers, Customers, and industry peers as a method of staying current with market trends, and to continue Papé’s reputation as an industry leader. Maintain membership in appropriate organizations to promote Company in industry and community. Assist General Managers to establish and maintain good customer relations through ongoing communication and resolving customer complaints and/or disputes in a timely, effective manner when necessary. Partner and collaborate with other Papé Group businesses on company-wide initiatives and sharing best practices. Responds to customer inquiries and concerns in person or by phone, ensuring timely and effective resolution, including outside of standard business hours when necessary. Communicate in a courteous and effective manner with customers and/or co-workers. Maintain good working relationships with all other departments. Compliance, Safety & Environment Monitor through General Managers all safety aspects in performance of work, guaranteeing adherence to environmental laws, safety laws and policies and OSHA laws. Maintain a safe working environment and observe all safety laws, policies, and rules. Candidate Profile The ideal candidate brings a proven track record of executive leadership, strategic decision-making, and operational excellence within complex, growth-oriented organizations. Key qualifications include: A bachelor’s degree from a four-year college or university; advanced experience in lieu of a degree will be considered. 10+ years of progressive leadership experience, with demonstrated success in driving profitability, organizational alignment, and sustained performance. Exceptional communication skills, with the ability to craft and deliver high-impact messaging across stakeholders, from boardrooms to field teams. Strong public speaking and executive presentation capabilities; comfortable influencing at the highest levels. Financial and analytical acumen, including the ability to interpret financial reports and operational metrics to guide strategic decisions. Hands-on understanding of P&L management, operational controls, and scalable growth strategies. Adept at navigating complex data sets, solving abstract challenges, and turning insight into action. Proficient in leveraging technology to enhance efficiency and performance; familiarity with industry platforms and tools is a plus. Demonstrated ability to lead high-performing teams, build culture, and mentor next-generation leaders. Interested in Learning More? 180one has been engaged by Papé Group to manage this search. If interested in learning more about the opportunity, please contact Matt Oltmann / 971.235.6236/ Matt@180one.com .
Vice President of Sales & Marketing ABOUT THE COMPANY 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. ABOUT THE POSITION Reporting to the Vice President (VP) & General Manager, VSG NSA , the Vice President (VP) of Sales and Marketing will lead the strategy, development, and execution of all sales and marketing initiatives to drive profitable revenue growth, market share, and brand visibility for VSG, NSA. This position will build, mentor, and manage high-performing teams while working cross-functionally to align business goals and customer needs. The VP will play a key role in shaping the company’s growth strategy and ensuring its leadership position in the market. RESPONSIBILITIES : Sales: Develop plans and strategies for achieving the company’s sales goals. Own the Annual Sales Plan and three-year strategy for driving growth in core business, identified adjacencies, and initiatives. Define sales processes, systems, and infrastructure that drive desired sales outcomes, identify improvements, and provide detailed and accurate sales forecasting. Create a culture of success and ongoing business and goal achievement. Become known as an employer of choice and a customer-facing team that top sales and customer service professionals want to join. Manage customer expectations and serve as the chief customer advocate within the business. Manage key customer relationships and participate in closing strategic opportunities. Travel for in-person meetings with customers and channel partners to foster key relationships. Drive product / services roadmap and definitions with Product Management including corresponding business models and pricing backed by marketplace analysis of customer requirements and competitive offerings/positions. Identify product gaps and improvement opportunities to provide superior, customer focused products. Collaborate with Product Management and cross functional teams to realize products in a cost effective, timely manner. Pursue alternative sales channels and customer segments to expand and leverage penetration of product offerings. Develop sales tools and sales management approaches to maximize effectiveness of direct sales and channel sales forces. Pursue sales force automation (leverage CRM solution) for all field sales personnel to streamline processes, reduce costs, and improve communication. Marketing: Assist in transitioning an internally focused business with strong Brand and Product reputation to that of a customer centric organization focused on delivering broader service and experiences customers will pay for. Develop and lead Voice of the Customer programs and insights, managing and scaling our support teams, and working closely with Product Management, Engineering, Sales, IT, Dover Central functions, and management to continuously improve the customer experience Establish KPIs to measure achievement of objectives across the organization, especially in activation, qualified leads, conversion, NPS and end customer satisfaction. Ensure marketing effectiveness, customer engagement, and conversion. Manage monthly review of promotions, product launches, trade shows, catalog, and digital activation with respective commercial and product leaders. Maintain 18 month rolling view, ensure spend aligns to budget, and track spend to results. Partner with Corp Marketing function to ensure consistent marketing across global Brands, and aligned internal and external communications. CRITICAL OBJECTIVES NEXT 2-3 YEARS Develop and execute VSG’s long-term Sales, Channel, and Customer strategy. Consider existing and new product portfolio, regions, channels within core and non-core business. Evaluate core Sales and Marketing organizations to drive sales and streamline responsibility for VSG team, Partners, and National Rep agencies. Make recommendations and implement a new organization, key talent, and investments. Optimize customer and partner focus to drive growth through most valuable and growable customers. Ensure highly professional account-based sales planning/management occurs with all top customers (weekly, monthly, quarterly). Put in place a predictable sales planning and execution tool that supports business planning and SIOP. Ensure clear metrics and tools are utilized to provide stakeholder clarity. OVERALL QUALIFICATIONS – Skills and Experience Bachelor’s degree in applicable field of study required. Master’s degree preferred. Minimum 10 years experience in related roles supporting premium brands Self-motivated work ethic with a strong sense of urgency Demonstrated transformational leadership experience Extensive experience with leading successful sales and marketing teams Confident presentation and public speaking skills Excellent verbal and written communication skills Ability to build positive relationships at all levels of the organization Strong business acumen; strategic and analytic thinker Ability and willingness to travel KEY DOVER COMPETENCIES: Builds and Manages Collaborative Relationships: Establishes and nurtures numerous relationships within VSG and Dover. Takes action to partner with the communities in which we operate and to be an appropriate corporate citizen. Change Leadership: Aligns an organization and its people to drive for improvement and adopt new, challenging directions. Energizes a whole organization to want to change in the same direction. Influences others in a mature and empowering manner. Motivates and Inspires: Creates an environment that stimulates others to follow. Builds teams that fully use individuals’ capabilities, creating results beyond just the sum of the parts. Self-Awareness and Personal Development: Role models a personal leadership style that includes self-awareness; accepts feedback, understands and maximizes strengths while working to overcome weaknesses. Interested in Learning More? 180one has been engaged by VSG to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .
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.
Director of Supply Chain ABOUT THE COMPANY 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. SawStop was founded by patent attorneys with backgrounds in science and engineering, and the company recognizes the value of innovation and technology. SawStop focuses on premium quality woodworking products with an emphasis on safety. Hand in hand with this focus on innovation is a diligence in protecting that innovation with patents. SawStop 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. 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 begun to significantly expand market reach and product scope going forward. ABOUT THE POSITION The Director of Supply Chain will be responsible for developing and implementing a supply chain management and sourcing strategy. He or she will bring proven experience supporting a product throughout its entire product lifecycle, ensuring design decisions contribute to a robust, reliable, and cost-effective supply chain. Additionally, he or she will work with technology roadmaps, scout, evaluate and select suppliers, conduct cost and lead time analysis, build supplier relationships, negotiate commercial agreements, validate product requirements, mitigate risk, and implement lean methodologies. PLAN TO SUPPORT This role is responsible for Cost, Sourcing, and Asia Procurement through our network of contract manufacturing partners. The ideal candidate will have a strong background in Asian sourcing and technical proficiencies. They will also operate as lead negotiator for SawStop companywide contracts. MISSIONS Supporting our Strategy: Strengthening supplier relationships for future generations of products. Best Practices: Align the Supply Chain Communicate SawStop business objectives and perceived risk/rewards with all stakeholders. Review, build and implement incentives and penalties to equitably share of costs, risks and rewards across supply chain. Understand the Supply Chain Review/maintain/build profiles on all suppliers and sub-suppliers, understanding their processes and risks. Competitor supply chains. ROW Opportunities. Risk Assessment and Mitigation. Short & Mid-Term Opportunities: Implement Five Year supply chain strategic plan and initiatives. Lean Supply Chain—Find efficiencies in: System complexity Lead times Inventory Labor Packaging Energy Long-Term Opportunities: Horizontal Supply Chain Integrations. Vertical Supply Chain Integrations. Drive Supply Chain Internal Improvements. KEY RESPONSIBILITIES Drive the supply chain management strategy. Develop strategic plans and policies to achieve strong supplier relationships to assure consistent supply and enhance company profitability. Provide accountability and support to the management team. Provide recommendations regarding technology and supplier selection and qualification, supplier risk mitigation plan, and more. Plan, budget and maintain costs for Supply Chain. Help to develop supply chain plan for all new platform/products, and guide from NPI to volume production. Motivate staff and provide technical direction and guidance, as well as hands-on project management. Forecast demands to increase efficiency and reduce inventory costs while delivering stable customer supply. Collaborate to implement quality management procedures. Focus on meeting and exceeding customer requirements. Ensure competitiveness in supply terms and conditions. QUALIFCATIONS Bachelor’s degree in Business Management, Engineering or related discipline. 5+ years of progressive experience in Taiwan and/or China supply chain management & advanced sourcing. Strong technical background with demonstrated engineering collaboration and support. Preference for people leadership or supervisory experience. Excellent organizational, leadership, motivational, analytical problem solving and strategic thinking skills. Strong change management skills and experience. Ability to identify creative ways to reduce cost by streamlining processes and systems. Demonstrated negotiation and management leadership skills. Must have working knowledge of facilities, equipment, operations and management. Excellent written and verbal communication skills. Must be able to work in a fast-paced environment with dynamic priorities and demands. Interested in Learning More? 180one has been engaged by SawStop to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan/ 971.256.3076/ lisa@180one.com .
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. POSITION SUMMARY Superior Duct Fabrication is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of their 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. KEY 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 add-on strategies and roll-up execution. Experience or understanding of value creation planning, reporting, and board-level communication. QUALIFCATIONS 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 engaged 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 .
Director of Sales – Puget Sound ABOUT THE COMPANY When Dwight Parr Sr. founded Parr Lumber in 1930, he had no idea that a single lumber yard would become one of the largest building materials suppliers in the Nation. Today, the Parr Company proudly operates 48 facilities across Oregon and Washington, providing everything customers and contractors need to build, maintain, and enhance a home. Headquartered in Hillsboro, Oregon, The Parr Company continues to grow in providing comprehensive building solutions and services across several lines of business; PARR Lumber has 24 locations that stock over 6000 items and thousands more are available by special order, running the gamut of building supplies and materials including lumber, decking, fencing, siding, windows, doors, tools, outdoor living, and more. PARR design center has 9 locations offering a vast selection of cabinets, countertops, sinks, appliances, hardware and more making any remodel a breeze. PARR Truss has nine locations that design and build high-quality roof and floor trusses for residential, multi-family, light commercial and agricultural projects. PARR door and millwork has four locations building pre-hung interior and exterior doors, millwork, stair parts, and finish trim products. At the PARR company, we are consistently ranked as a Top Place to Work and our mission is to provide legendary service through teamwork by serving our customers with expert industry knowledge, quality products and low prices. POSITION SUMMARY The Director of Sales is responsible for leading and aligning sales teams to execute our company strategy and drive sales growth in their region. This person will support the company’s vision and lead their team members and reach the company’s goals. This is accomplished through servant leadership and effective team management. As a company leader, this individual is expected to be involved in their community in some fashion, set time aside for self-improvement and always strive to be a better leader. This position directly reports to the Vice President of Sales and works directly with the Division Managers and major accounts. This position will oversee sales for all lines of business in their Region and will focus on driving collaboration between the Division Managers as well as other Directors of Sales across the company. They will interact regularly with the various support teams (Central Purchasing Department, Account Management Team, Human Resources, IT Department, Operations managers, Manufacturing managers, and the Parr Leadership Team) as well as interacting regularly with vendor representatives and industry associates. KEY RESPONSIBILITIES • Develop and execute regional sales strategies aligned with the company’s overall goals and objectives. Own P&L responsibility and sales performance for the region. • Develop new strategies and/or identify new business segments to increase market share. • Lead, mentor, and manage the sales team assigned to the region. Focus, train, and execute our sales strategy throughout the regional sales team. • Monitor performance metrics and provide regular reporting on sales performance, forecasts, and market trends. • Drive wallet share growth across all lines of business and promote a culture of cross selling. • Identify and pursue new business opportunities to expand market share. • Build and maintain strong relationships with key customers, suppliers, and other external stakeholders. • Collaborate across the PARR team to ensure cohesive customer experience. • Analyze regional market trends and competitor activity to inform on strategic decision making. • Conduct regular field visits to support the team and develop customer relationships. • Take ownership to solve complex business problems by working with other leaders in the organization. • Manage Customer Loyalty Programs to drive greater return to the business. • Initiate selection process of Divisional Sales Managers and assist in hiring process for salespeople. • Lead efforts to implement and advance skills development programs for all sales staff. • Communicate and forecast monthly sales forecast for your region to purchasing and operations teams. • Responsible for creating and achieving the annual Regional Sales projection. • Work with Marketing to drive regional campaigns and initiatives. • Develop and maintain pricing & bidding strategies. • Develop and maintain a program for customer satisfaction and gaining new customers. • Managing high level vendor relationships and negotiation of special agreements. • Perform other related duties as assigned. QUALIFCATIONS • High school diploma or GED equivalent. Bachelor’s degree preferred. • 10+ years of industry relevant experience with at least 5 years in a people leadership role. • Driver’s license class C with an acceptable driving record. • Must be proficient with technology. Computer, smartphone, scanner, and any other equipment necessary for the job. • Proficiency with Microsoft suite including Word, Excel, PowerPoint, Teams, and Outlook. • Knowledge of lumber and plywood purchasing principles, practices, and protocols is preferred. • Knowledge of home and commercial construction principles, practices, and protocols. • Ability to maintain adequate liability insurance as required by company. INTERPERSONAL SKILLS • Ability to work cordially, professionally, diplomatically and with a high level of customer service in a dynamic environment. • Demonstrate sound judgment in dealing with sensitive business matters with internal and external customers of all types. • Must maintain confidentiality and accuracy of all information related to company finances and records, particularly, cost of goods purchased and sold. • Ability and willingness to identify processes, tools and/or procedures that may be improved upon. • Ability to communicate with all levels of management and employees at a high skill level and speak effectively in front of groups. • Strong focus, planning, organizational and time management skills with the ability to manage changing priorities, handle multiple projects, and do what is necessary to meet deadlines, while maintaining a high degree of attention to detail and accuracy. • Ability to function independently, as part of a team, and as a leader within your own sales cohort with a positive attitude, strong work ethic and commitment to excellence. • Ability to think and respond quickly, positively, and professionally to constantly changing circumstances. Interested in Learning More? 180one has been engaged by Parr to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan/ 971.256.3076/ lisa@180one.com .
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.
Chief Financial Officer ABOUT THE COMPANY 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 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. 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. Oregon Tool is owned by Platinum Equity, a global investment firm with more than $48 billion of assets under management and a portfolio of approximately 60 operating companies that serve customers around the world. Platinum Equity specializes in mergers, acquisitions and operations – a trademarked strategy it calls M&A&O® – acquiring and operating companies in a broad range of business markets, including manufacturing, distribution, transportation and logistics, equipment rental, metals services, media and entertainment, technology, telecommunications and other industries. Over the past 29 years Platinum Equity has completed more than 450 acquisitions. POSITION SUMMARY Based on a recent promotion of Oregon Tool’s Chief Financial Officer to Chief Executive Officer, Oregon Tool is seeking an experienced Chief Financial Officer (CFO) to lead key financial functions across our U.S. and international operations with a team of 100 team members, with primary focus on accounting, tax, treasury, and internal audit, as well as IT. The CFO will be a key strategic partner to the executive leadership team, playing a pivotal role in shaping the company’s growth strategy, ensuring financial performance, managing risk, and overseeing the IT function. As the financial steward of a private equity-backed global organization, the CFO will. ensure strong financial governance and compliance, optimize cash flow, and support operational efficiency. While primarily focused on these areas, the CFO also provides limited oversight of financial operations, contributing to sound decision-making and the organization’s overall fiscal health. The CFO will also be responsible for aligning the IT team with the strategic vision set by the private equity owners, helping to drive value creation, cost optimization, and scalability. ESSENTIAL DUTIES AND RESPONSIBILITIES Strategic Financial Leadership: Support both short-term and long-term growth objectives of the financial strategy to align with the playbook. Provide insights on capital structure, liquidity, and funding strategies. Partner with the executive leadership team to guide business performance and identify operational efficiencies. Support the execution of an exit strategy or liquidity event, working closely with the private equity firm to align with investment objectives. Financial Operations & Reporting: Oversee the preparation of financial statements in accordance with U.S. GAAP and international standards, ensuring compliance with regulatory requirements across all jurisdictions. Lead monthly, quarterly, and annual financial reporting to the private equity firm, board of directors, and other key stakeholders. Implement best practices for financial reporting and performance analysis, ensuring the company maintains a strong financial position. Direct the team in accounting, financial reporting, budgeting, and tax compliance. Cash Flow & Risk Management: Manage the company’s cash flow, working capital, and liquidity to ensure the business operates efficiently and remains financially stable. Develop and implement risk management strategies, overseeing financial controls, insurance, and mitigation of operational, financial, and market risks. Work with external auditors, legal advisors, and tax consultants to manage risk and optimize the tax structure across global operations. This includes cyber security and IT Risk Management. Mergers & Acquisitions (M&A) and Capital Strategy: Lead or support M&A initiatives, including target identification, due diligence, valuation, and integration, to support the company’s growth strategy and value creation. Partner with the private equity firm to evaluate and execute on new investment opportunities, optimizing capital structure and aligning with the firm’s strategic priorities. Global Operations & International Oversight: Oversee financial operations in all international locations, ensuring compliance with local financial regulations and tax laws. Maximize financial processes and reporting systems across geographies, driving operational efficiencies and consistent decision-making globally. Coordinate with international finance teams to ensure alignment with overall company financial objectives and adherence to best practices. IT Strategy & Oversight: Lead the IT function, aligning technology investments with financial goals and operational needs. Ensure systems are scalable, secure, and enable financial reporting and forecasting capabilities. Partner with the IT team to ensure the integration of financial systems (e.g., ERP, cloud services) to enhance reporting accuracy and streamline operations. Drive initiatives that optimize the company’s technological infrastructure, ensuring it supports both financial and operational goals, particularly in the context of global manufacturing and sales. Leadership & Team Development: Build and lead a high-performance team, providing mentorship and fostering professional growth opportunities. Develop strong relationships with cross-functional teams to ensure finance is closely integrated with all business operations. Collaborate with the leadership team to set the overall direction for the business, ensuring that financial goals are met and exceeded. QUALIFCATIONS • Minimum of 5-7+ years of experience in executive financial leadership positions, with a focus on manufacturing, sales, and international operations. • Prior experience in a private equity-backed company is highly preferred, with a proven track record of driving growth and value creation. • Strong experience in M&A, capital structure optimization, and working closely with private equity investors. • Experience in capital markets managing banking and investor relations. • Strong financial modeling, analysis, and business forecasting skills. • Expertise in U.S. GAAP, IFRS, international financial regulations, and tax compliance across multiple jurisdictions. • Experience in IT or Business Analyst management, optimizing global systems, ERP software, and other integrated technologies. • Excellent leadership skills, with the ability to motivate and develop high-performing teams in a fast-paced, growth-oriented environment. • Ability to communicate complex financial concepts clearly to both financial and non-financial stakeholders, including the private equity investors. LEADERSHIP COMPETENCIES Strategic Orientation & Commercial Acumen The ideal candidate will have a strategic mindset and will look at business challenges and opportunities in a holistic way. With that strategic mindset, executing on the existing Playbook is the priority. They will understand how to integrate market and competitive trends, organizational state, and other issues into a coherent vision for change and growth and link this vision into a series of initiatives and priorities that are compelling and logical. They will have a strong track record of driving growth and value through internal initiatives. Execution / Results Orientation The ideal candidate will have a demonstrated track record of delivering impact in the business. The individual must have a high sense of urgency, be a highly driven execution- oriented leader who has repeatedly led organizations through rapid transformation that yield increased levels of growth and sustainable performance. They will have the ability and determination to move a portfolio of strategic imperatives forward, using performance metrics and benchmarks to track progress. Team Leadership / Talent Development The candidate will build deep organization strength, inspire and motivate the entire organization to impact the future growth, continuity and profitability of the business. They should be focused on coaching, mentoring and testing their senior leadership team to ensure continued growth and success of the business. The leader will consistently be recruiting to benchmark their existing team and as needed, bring in best-in-class performers. The ideal candidate will possess the ability to effectively motivate others to achieve goals and objectives as they build the next level leadership talent. Collaboration, Communication & Influencing The leader will be a good listener with outstanding interpersonal qualities and a natural, effective consultative style. They will have demonstrated the ability to be straightforward, frank, and direct with others while communicating respect. They must be able to influence, collaborate and partner with the different entities to drive improvements. This includes the ability to work effectively with a virtual, geographically dispersed organization. Interested in Learning More? 180one has been engaged by Oregon Tool to manage this search. If interested in learning more about the opportunity, please contact Matt Oltmann /971.235.6236/ matt.oltmann@180one.com .
