Inside-Out: Developing a More Diverse Workforce From Within

Today’s post on The Water Cooler tackles the gigantic issue of diversity in the technology industry. While tech companies from Silicon Valley to the Silicon Forest to Seattle are adopting strategies to increase diversity in the industry, how can internally developing employees help the industry solve the diversity problem?

First, take a good, hard look at developing internal talent. Here’s a lesson in professional development from Walt Disney, one of the 20th century’s most iconic businessmen and innovators.

How Walt Disney Used Talent Development to Win at Animation

The production of Bambi (1942) is one of many examples in which Disney, instead of going to outside sources to solve creative problems, chose to develop his existing animators in order to raise the bar in animation. Despite being a difficult feature to get rolling, Bambi marked an incredible achievement of resource development for the Studios. Disney wanted the animals to move realistically, as animals would move in their natural habitats, which had never been done before.

Instead of approaching the situation by looking to hire someone with that established skillset, Walt Disney sent his animators to art school in the evenings to hone their craft, and brought in live animals, including deer and raccoons, to the studio for them to study. These professional development initiatives enabled Disney’s animators to achieve realistic movement in the characters of Bambi. Retrospectively, Bambi is lauded as an animated achievement, and marked the first on-screen credit to Retta Scott, the Studios’ first female animator, who was brought onto the project because of her skilled charcoal sketches. Through this example of Disney’s utilization of professional development, and his ability to recognize and develop the skillsets in his team that were needed to complete the film, Bambi transitioned from a problem production, to an animated achievement.

The story of Walt Disney and Bambi shows us that internal investments pay dividends in achieving innovation. Now what can talent development do to help the diversity gap plaguing the tech industry?

But First, That Diversity Gap

The lack of diversity (in both race and gender) in one of the nation’s fastest-growing industries is not just a Silicon Valley problem, as the Silicon Forest is also experiencing a lack of gender diversity in Portland’s tech scene. When it comes to women in tech, Portland has a “a gender pay gap of 80.1 percent and only 24 percent of tech jobs filled by women.” Nationally, numbers for women in tech aren’t looking so great either. In 2015, women made up 25 percent of computing-related occupations, with only 9 percent of those women being women of color, according to a study done by the National Center for Women in Information-Technology.

For tech-giant Intel, the company found that the numbers weren’t pretty either. Furthermore, they realized that simply releasing data on the company’s diversity was not enough to bring about actionable change. However, Intel took it further and “set ambitious diversity goals, and tied managers’ bonuses to them. Intel also stated it would become the first high technology company to achieve ‘full representation’ of women and underrepresented minorities by 2020,” quoted in an April 2016 article by Inc. It’s important to note that “full representation” doesn’t necessarily mean 50 percent men and 50 percent women, either – Intel clarified in their goals that full representation meant “reflecting the available talent marketplace for the groups and businesses in which you hire,” which for women is still only 27 percent.

While Intel has made serious strides in improving diversity in the workplace (43% of last year’s hires qualified as diverse hires), this surfaces the question plaguing the technology industry: How do companies then not only tap into the available talent marketplace of diverse hires, but rather what can they do to develop and increase that talent pool beyond the existing 27%? Arguably, going above and beyond by implementing strategies to move the needle and achieve more than 27% representation for women in technology, could very well position companies in a proactive position to considerably alter the landscape (and reputation) of the industry for the better.

Recruiting for a More Diverse Workforce

For many technology companies, including giants Intel and Microsoft, the strategy of achieving “full representation” relies heavily on reformed recruiting and hiring. A variety of technology companies have identified more proactive strategies that help them operate more inclusively within recruiting and hiring. Microsoft, for example, recruits from a wide breadth of conferences and events that are inclusive. Adopting more inclusive language into job descriptions is also a strategy companies are adopting. Social media technology company Buffer found that removing the word “hacker” from their engineering job descriptions made their applicant pool more inclusive. Additionally, organizations are crafting more diverse panels of interviewers; it’s required by Intel that each open position has a diverse slate of candidates and a diverse interviewing committee.

Retention Is Key!

Once diverse hires have been made, retention is a struggle. Additionally, it doesn’t help if organizations are in metro areas that already struggle with diversity, regardless of industry. In a 2016 Metro report, only one-quarter of Clackamas and Washington counties identify as a race other than white, which in turn increases the competition when hiring diverse talent. When one company comes out on “the winning end” or is hiring diverse talent, other companies take notice and poach that talent, leading to a huge problem facing diversity in tech. Instead of poaching, companies should find ways to retain and develop the diverse talent they have, and invest in professional development, as it has been shown to alleviate some of the staggering attrition rates for the diverse talent pool in technology. For engineering specifically, the National Center for Women in Information- Technology found that the attrition or “quit” rate was 40%, with an overall average of 41% across all computing-related occupations – compared to just 17% for men.

Attrition Rate in Computing-Related Occupations

This data suggests that in addition to women only representing barely a quarter of the engineering and computing-related workforce, nearly half of those women are choosing to quit. Why? NCWIT’s study found that “women who left were less likely to report opportunities for training and development, support from a manager, and support for balancing work and other competing responsibilities.”

A More Diverse Workforce Begins From Within

For organizations large and small, investing in existing talent is a great way to not only retain employees, but also maintain attractiveness to potential candidates. An impactful strategy exists in identifying potential in your current team and giving your employees opportunities to shine and develop skillsets that may otherwise be outside of their normal job. Developing internal tools, such as behavioral assessments, to gauge this type of potential can lead to exponential employee development. These approaches of investing in talent you already have goes back to the earlier example of Walt Disney’s approach to professional development – giving existing employees additional tools to succeed and grow professionally. NCWIT’s report found that “technical women identify isolation from a lack of mentorship or sponsorship as one of the key barriers to their retention and advancement.” It was also discovered that with mentorship or sponsorship, women’s access to high-visibility work, as well as their promotion and retention rates, rises. The same was true for men, so mentorship and sponsorship can be considered a professional development win-win company wide.

To support talent development initiatives for organization-wide inclusivity, organizations must have a working environment that will support these initiatives. This is an element deemed critical by the NCWIT, which stresses that creating a more inclusive organization should include establishing top leadership support, institutional accountability, and improving managerial relationships. Note that this type of organizational change, from the inside-out, isn’t just advantageous to minority groups, it also benefits majority groups as well. Giving majority groups the opportunity to become allies in the initiative for a more diverse workplace benefits the organization as a whole.

Moving the Needle toward a More Diverse Workforce

While taking proactive approaches through recruiting practices is helping to chip away at the diversity gap in the technology industry, companies should place more emphasis on more inclusive efforts internally to develop and retain talent to truly see growth of the overall diverse pool. While poaching is a short term solution that helps one organization, companies must work together to develop talent in order to help grow the talent pool in its entirety so the industry can see meaningful change. Some great sources for beginning the discussion in your organization can be found through National Center for Women in Information Technology, Microsoft’s Center for Diversity and Inclusion, and Lean In, a resource for women in the corporate workforce. Additionally, if you’re in Portland, take some time to check out Techtown Portland, an organization dedicated to addressing the changing landscape of the Silicon Forest, and proactively addressing representation of women and communities of color in the tech industry. While these changes will take time, starting from within, and then working collaboratively to help close the diversity gap is a huge step in the right direction.

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New Opportunity: Chief Financial Officer

By Effie Zimmerman • May 21, 2026

Chief Financial Officer ABOUT THE COMPANY Milwaukee Electronics (MEC) was founded in 1954, offering services in circuit board design and PCBA assembly to the mining industry in the Wisconsin, USA, region. Michael Stoehr purchased the company in 1985 with the mission of creating a business that would put customers first and be a fulfilling place to work for the employees serving those customers. MEC has since grown into an international organization with locations in Wisconsin, Oregon, Mexico, India, and Singapore, serving a multitude of industries and customers from Fortune 50 companies to small, privately held organizations. Jered Stoehr is the second generation to take the Chief Executive helm, carrying on his father’s customers-first legacy and ensuring that MEC maintains the entrepreneurial spirit that has allowed the company to continually expand its range of services, maintain decades-long customer relationships, and provide careers for many dedicated employees. Our services include: End-to-end electronics manufacturing services, including PCBA, box build, and test Program management, including supply chain and logistics management Quick-turn prototype and on-demand manufacturing Our Mission is Acceleration. For customers, we bring innovations to life from prototype to production. We turn their vision into reality and accelerate what’s possible through partnership, a commitment to quality, and flexible processes. For employees, we create opportunities to grow and change. Through continuous learning programs, internal promotions, and a culture of personal care, we accelerate the cycle of abundance for our people and our communities. Our 70+ years in electronics innovation is powered by our incredible people, from the factory floor to the corporate office, who bring this mission to life each day. POSITION SUMMARY The Chief Financial Officer (CFO) reports directly to the CEO and is a key member of the executive leadership team, responsible for all aspects of financial management, strategy, and performance. The CFO partners closely with operations, supply chain, and commercial leaders to align financial goals with manufacturing objectives while ensuring compliance, efficiency, and sustainable growth. This role requires an experienced finance leader with strong knowledge of manufacturing operations, cost accounting, and global business practices. The CFO will provide strategic financial guidance, manage risk, and ensure the company has the resources and insights to achieve its objectives. Essential Duties and Responsibilities Strategic Leadership Serve as a strategic partner to the CEO, President, executive team, and board of directors, providing insights on growth, profitability, and sustainability. Develop and execute financial strategies that support long-term business objectives. Provide recommendations on operational efficiency, capital allocation, and expansion opportunities. Maintain a strong relationship with financing partners. Development of financial plans and forecasts, capital expenditure plans, budgets, cashflow forecasts and covenant forecasts. Financial Management & Reporting Oversee domestic and international financial operations, including accounting, reporting, tax, and treasury functions. Ensure accuracy, timeliness, and compliance of financial reporting under U.S. GAAP and local statutory requirements in Mexico, India, Singapore, and other jurisdictions. Lead preparation and presentation of financial results, KPIs, and dashboards for executive leadership and stakeholders. Work with the outside CPAs for successful financial audit and tax reporting. Operations & Cost Management Partner with manufacturing leaders to monitor operational performance and key cost drivers. Oversee cost accounting, inventory valuation, and margin analysis to support informed decision-making. Drive initiatives that enhance efficiency, reduce costs, and improve profitability across global operations. Lead the relationships with the benefit providers, 401k, self-insured health and dental, disability and life. Maintain a competitive benefit package that is cost-effective. Contracts, Risk & Compliance Manage and negotiate the business insurance package. Negotiate, review, and manage NDA’s and contracts with customers, vendors, and service providers. Ensure compliance with federal, state, and international financial and tax regulations. Strengthen internal controls and risk management practices across the organization. Team Leadership & Development Lead and mentor the finance team, including a Director of Finance, Corporate Controller, and the corresponding accounting teams. Foster a culture of accountability, collaboration, and continuous improvement. Develop team capabilities to support evolving business needs. Global Responsibilities Oversee domestic and international financial operations, ensuring compliance with U.S. GAAP and local statutory requirements in Mexico, India, Singapore, and other jurisdictions. Manage global tax strategy, including transfer pricing, cross-border compliance, and coordination with external auditors and advisors. Drive consistency in financial practices, systems, and reporting across all locations while respecting local requirements. Collaborate effectively across diverse geographies, time zones, and cultures to ensure alignment and accountability. KEY PARTNERSHIPS The CFO will collaborate across the organization to bridge finance with operations, including: Operations & Manufacturing – Partner with Plant General Managers, Supply Chain, Logistics, and Quality teams to manage production performance, cost drivers, and efficiency improvements. Engineering & Product Development – Collaborate with R&D and Process Engineering on new product investments, process improvements, and automation initiatives. Commercial Functions – Support Sales, Business Development, and Program Management with pricing strategy, contract terms, revenue forecasting, and customer profitability. Corporate Services – Align with HR on labor costs and workforce planning, IT/ERP on systems and reporting integration, and Legal on contracts, risk, and compliance. Executive Leadership & Board – Partner with the CEO and board of directors to provide insights on financial performance, growth opportunities, and long-term strategy. QUALIFICATIONS Bachelor’s degree in Accounting, Finance, or related field required; CPA with 5+ years of professional experience required. MBA or CMA strongly preferred. 15+ years of progressive finance experience, including 5+ years in a senior leadership role. Proven expertise in manufacturing finance, including cost accounting, margin analysis, and operations support. Demonstrated success in contract negotiation, risk management, and global financial operations, including multi-site, international entities. Experience in mid-sized companies ($100M–$250M revenue) and familiarity with scaling finance across multi-site global operations preferred. Strong executive communication skills with the ability to influence across functions, geographies, and cultures. Hands-on, detail-oriented leader with a strategic mindset, adaptability, and integrity in a fast-paced environment. Key Competencies Strategic, financial, and analytical thinker with proven ability to align financial strategy to business goals Deep understanding of manufacturing operations, cost structures, and operational performance drivers. Strong business acumen with demonstrated negotiation and partnership skills. High integrity and commitment to ethical practices Collaborative leadership style with a focus on developing people and building high-performing teams. Advanced data analysis skills and systems expertise, including ERP and CRM platforms, business intelligence tools, and Excel, with the ability to translate data into actionable insights. Interested in Learning More? 180one has been retained by Milwaukee Electronics to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com .

From Good to Smaller – How to hire executives from larger companies

By Greg Togni • May 7, 2026

Hiring executives from large, high-performing organizations is one of the most common and most misunderstood moves smaller companies make. The logic is simple: if someone has seen “good” at scale, they should be able to bring it with them. In practice, that translation is far less reliable than most boards and CEOs expect. External executive hires, especially those coming from larger or more prestigious companies, fail at high rates. Numbers vary by study, but many put it around the 40–50% range within the first 18 months, with many more underperforming relative to expectations. The issue usually isn’t raw capability. It’s a mismatch between what made someone effective in their last environment and what this environment actually requires. The appeal of “importing excellence” Boards and CEOs often look externally when they want a step-change. A well-known resume signals ambition and can feel like a shortcut to stronger execution. The hope is that leaders from big companies bring: Repeatable operating patterns Experience with scale and complexity High standards and disciplined cadence That logic can be right in moments like rapid growth or expansion, but it breaks when we assume success is automatically portable across contexts. The portability problem Executive transitions fail most often because of context. What “good” looks like is shaped by culture, incentives, decision norms, and informal power, things that are hard to see from the outside. Big-company leaders can bring frameworks and processes, but they can’t import the conditions that made those tools work, mature systems, brand leverage, deep benches, and established trust. When the environment changes, the old playbook can fail. Why external hires fail When an external executive hire goes sideways, the causes are usually predictable: Cultural mismatch: misreading decision-making, conflict, and what’s truly rewarded. Weak relationship ramp: focusing on strategy before building alignment and trust. Over-reliance on prior supports: assuming budgets, systems, brand, and staffing that aren’t there. Misaligned expectations: different assumptions about mandate, pace, resources, and autonomy. Organizational resistance: skepticism of outsiders magnifies early mistakes. A flawed premise (on its own) In reality, what counts as “good” is highly situational. It’s shaped by a company’s stage, structure, market position, and culture. An executive who thrived in a large, stable organization may struggle in a fast-moving, ambiguous environment - not because they lack skill, but because the definition of success has changed. This doesn’t mean hiring from large organizations is a bad strategy. It means the strategy is often applied too simplistically. When it works (how to hire successfully) External hires tend to succeed when there’s a genuine match between past experience and current needs, not just in industry or function, but in context. Leaders who have navigated similar stages of growth or similar organizational constraints are far more likely to adapt effectively. Smaller and earlier-stage companies require different “muscles”: operating with constraint, making decisions with incomplete data, and building systems from scratch. Hiring from large organizations can be a great strategy if you also screen for those portability skills. Success also depends heavily on onboarding and integration. Companies that treat executive transitions as a structured process, focused on relationships, context-building, and expectation alignment, see much better outcomes. Perhaps most importantly, both sides need to approach the transition with humility. Executives must be willing to question their assumptions and adapt their playbooks. Organizations must recognize that even highly capable leaders need time and support to understand how things actually work. The takeaway Hiring executives from large organizations isn’t misguided. But the belief that success can simply be transplanted is. Leadership effectiveness is not just about what someone knows; it’s about how well they can interpret and respond to a specific environment. Without that alignment, even the most impressive resumes can lead to disappointing results. The real challenge isn’t finding leaders who have seen excellence. It’s finding those who can recreate it under entirely different conditions.

Globe Machine Selects New Board Member

By Effie Zimmerman • May 5, 2026

180one is pleased to announce our recent partnership with Globe Machine and the resulting hire of their new Board Member 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 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. Congratulations to Globe Machine and the 180one Search Team on a successful executive placement!