Every winter, the college football coaching carousel becomes one of the most dramatic leadership upheavals in American sports. In 2025, the carousel was particularly volatile. Multiple programs fired coaches earlier than expected, often mid-season, and then rushed into new hires within days. Boosters demanded decisive action; fans amplified pressure, and athletic directors made million-dollar moves under a microscope. For businesses, it’s easy to dismiss this annual churn as entertainment, but the reality is more nuanced. College football programs face the same leadership dilemmas that companies do - underperformance, culture challenges, stakeholder pressure, competitive threats, and the fear of losing momentum. The difference is that football programs confront these forces at hyper-speed - often making major personnel decisions in hours rather than months. This accelerated environment produces lessons, both good and bad, about how organizations respond when leadership is failing. Below are the Do’s and Don’ts businesses can take away from the way college football programs fire their coaches, and why they often rush into the next hire. DON’T: Fire Without a Succession Plan (Even If Pressure Mounts) One consistent theme from the 2025 season: several programs fired coaches with no clear successor in mind. UCLA’s dismissal of DeShaun Foster in just three games into the season was a perfect example. Foster was a high-profile alumnus with strong player relationships, but early losses led to escalating fan frustration and internal concerns about program direction. UCLA acted quickly to fire him, but doing so left the program scrambling for leadership and stability. They eventually hired Bob Chesney, who was a strong cultural fit, but the initial firing created unnecessary turbulence. Businesses often do the same thing. When a leader falters, the pressure to “do something” can eclipse the need for strategic succession. Boards and CEOs sometimes dismiss underperforming executives impulsively, leaving teams directionless and forcing rushed searches. Business takeaway: Before making a firing decision, especially under pressure, ensure you have: a temporary successor a vetted shortlist clarity on what the next leader must bring a transition plan for teams and clients Without this, you’re not solving a problem- you’re compounding it. DO: Define What Success Looks Like Before You Search A core crisis in many football firings is a lack of alignment between expectations and reality. Coaches are often fired not because they’re outright failures, but because the program never clearly defined what success meant. Look at LSU in 2025. Brian Kelly was fired despite a respectable record by national standards, but LSU boosters expected national contention every year. When performance slipped below that mark, the disconnect became untenable. Then, LSU got caught up in some unnecessary drama with misalignment from multiple stakeholders regarding who has hiring and firing authority. No wonder they never solved what “success” looked like. The same thing happens in business when leaders are hired under vague or overly ambitious expectations. If “success” means different things to stakeholders, the hire is set to fail. Business takeaway: Before starting your search: Define expectations concretely Align board and stakeholder vision Codify cultural priorities This ensures you hire for reality - not fantasy. DON’T: Hire in Haste Just to “Win the News Cycle” College football programs care deeply about perception. When a head coach is fired, boosters and fans expect immediate reassurance. That leads to knee-jerk hires where the priority is speed and optics rather than fit. The 2025 carousel saw multiple programs rush hires within days of firing coaches, sometimes skipping broader searches. Penn State was rumored to have engaged in serious discussions with 3 prospects, with all of them negotiating new deals with their current programs, before the Nittany Lions landed on Matt Campbell from Iowa State. Businesses do this too. After a public executive departure, companies sometimes hire quickly just to demonstrate control. But a fast hire that later fails is far more damaging than a slow, deliberate one. Business takeaway: Speed should never outrank strategy. A thoughtful process reassures stakeholders more than a rushed announcement ever will. DO: Learn From the Mistake and Adjust the Next Hire Accordingly Some programs in 2025 demonstrated a valuable principle: the second decision can fix the first, if you learn from it. UCLA’s rehire after firing Foster showed clear reflection. Their initial hire emphasized emotional connection and recruiting upside. But the next move, hiring Bob Chesney, emphasized proven systems, clear identity, and cultural alignment. UCLA changed its criteria and recalibrated its expectations. Similarly, Stanford fired Troy Taylor earlier in the year following concerns about program direction and culture. Their next hire, Tavita Pritchard, was a past member of the Cardinal’s coaching staff known for stability and alignment with Stanford’s academic and philosophical identity. Rather than repeating the same mistake, Stanford course corrected. Businesses often fail here. They fire a leader but then hire someone nearly identical, because the root cause of failure was never clearly articulated. Business takeaway: Post-mortem analysis is essential. Identify: What went wrong What was missing What stakeholders expected but didn’t receive What qualities matter most next time Then hire based on those insights - not simply on instinct. DON’T: Let Stakeholder Noise Dictate Decisions In college football, boosters, fans, media, and donors create a storm of pressure. This noise often accelerates firings or influences hires in unhealthy ways. Businesses face similar noise: activist investors, board factions, client concerns, internal politics, and public perception. Leaders who succumb to noise risk making short-term decisions that hurt long-term stability. Business takeaway: Listen to stakeholders, but don’t let them drive the process. Data, fit, and long-term strategy must guide leadership hiring. DO: Leverage Internal Talent When Stability Matters More Than Splash Amid the chaos of 2025, some programs opted for internal stability rather than external splash. While many schools chased headline-grabbing hires, others elevated coordinators and internal staff who already had trust equity with players. These transitions, including schools that promoted assistants after mid-season firings, created continuity in an environment where change was everywhere. Business takeaway: The flashy external hire is not always the right one. Internal candidates often bring: Quicker adaptation Stronger cultural alignment Built-in trust Reduced onboarding risk Especially after a turbulent departure, stability can be more valuable than novelty. DON’T: Underestimate the Ripple Effects of Leadership Turnover Firing in college football isn’t isolated. It affects: Recruiting Donor confidence Locker room morale Staff retention Public perception The same is true in business. Leadership changes impact: Client relationships Employee engagement Brand reputation Productivity Strategic continuity Business takeaway: Programs that manage these effects proactively, communicate openly, support interim leaders, and maintain messaging discipline reduce fallout. Businesses need to treat leadership transitions as enterprise-level events, not HR procedures. The 2025 college football season demonstrated how high-pressure environments reveal the strengths and flaws of leadership decision-making. Businesses can learn from both the impulsive mistakes and intentional successes that football programs showed this year. If businesses apply these lessons, they’ll avoid the chaos of the coaching carousel, while benefiting from the clarity it provides about leadership, culture, and long-term success.

Vice President of Operations ABOUT THE COMPANY Founded in 1993 in Portland, Oregon, Pavement Maintenance Inc. (PMI) specializes in sealcoating, striping, pavement and concrete repair, and parking lot sweeping for leading property managers and facility owners throughout the region with its dedicated team of 100 employees. The company serves a diverse customer base across commercial, industrial, multifamily, retail, and healthcare properties, focused on recurring maintenance work and long-term customer relationships. With PMI’s acquisition of Vancouver Paving, its service offering expanded into all phases of paving, from minor repairs to new construction. In 2025, PMI joined Trinity Hunt Partners’ newly created paving services platform company Sage Surface Partners (“Sage”). Sage will be represented in the market with other best-in-class commercial paving services companies that share a strong commitment to quality, service, and their people. THE ROLE Reporting directly to the President of PMI, the Vice President (VP) of Operations will be a key member of the executive team, responsible for transforming and scaling the operational foundation of a small but growing pavement maintenance and repair company. This leader will combine strategic thinking with a hands-on, roll-up-your-sleeves approach to build systems, processes, and teams capable of supporting organizational growth. The VP of Operations will oversee field operations, project management, quality, safety, fleet/equipment, scheduling/dispatch, and customer satisfaction, driving operational discipline while preserving the agile, service-driven culture that has led to their market-leading position. RESPONSIBILITIES Operational Leadership & Scaling Build and mature operational infrastructure, including SOPs, workflows, and performance metrics, to support PMI growth targets. Provide day-to-day leadership of field and operations teams, ensuring high-quality and efficient delivery of our suite of pavement maintenance and paving services. Develop and implement initiatives such as business process modernization, cost optimization, and expansion readiness. People Leadership & Culture Development Model strong leadership behaviors, including clear communication, follow-through, integrity, and a commitment to developing others. Mentor and coach field leadership teams, helping them grow in decision-making, planning, and leadership capability. Promote a culture of ownership and engagement by empowering team members, recognizing strong performance, and fostering constructive problem-solving. Lead through change, helping employees understand the ‘why’ behind new systems, expectations, and processes that will support company growth. Project & Production Management Oversee scheduling, dispatching, crew planning, and resource allocation to ensure projects are delivered on time, within budget, and to quality standards. Introduce or refine project management tools and job costing practices to improve visibility and accuracy of operational performance. Identify bottlenecks and implement solutions that drive productivity and increase capacity. Safety, Compliance & Risk Management Strengthen the company’s safety culture through training, compliance monitoring, and the consistent application of best practices. Ensure adherence to OSHA, DOT, and other regulatory requirements across field operations. Establish scalable safety programs that can support future growth into additional markets. Fleet, Equipment & Materials Oversight Oversee procurement, maintenance, utilization, and lifecycle management of heavy equipment and materials. Streamline maintenance processes, ensure proper tracking systems are in place, and reduce downtime. Evaluate opportunities for capital investment to support efficiency and capacity improvements. Quality Assurance & Customer Experience Foster a customer-first mindset, ensuring work quality, communication, and responsiveness meet or exceed expectations. Handle escalated issues professionally, preserving customer relationships during a period of company transition and growth. Collaborate closely with sales and estimating teams to align operational delivery with customer commitments. Financial Stewardship & Strategic Execution Develop and manage operational budgets, forecasting production needs, staffing levels, equipment costs, and overtime management. Partner with the President and organizational leaders on reporting, KPI tracking, and operational improvement priorities. Provide insights and recommendations to leadership on growth opportunities, market expansion, and operational investments. QUALIFICATIONS Bachelor’s degree in Construction Management, Engineering, Business Administration, or related field preferred; equivalent experience considered. 7–10+ years of progressive leadership experience in construction or related service industries, or pavement maintenance operations. Experience working in a small-business environment, preferably during a phase of ownership transition or private-equity involvement. Strong background in building processes, implementing systems, and driving organizational maturity. Excellent leadership and communication skills, with the ability to motivate teams through change and rapid growth. Demonstrated expertise in scheduling, job costing, production management, and safety. Ability to be both strategic and hands-on—comfortable working in the field, in the office, and with investors. Interested in Learning More? 180one has been retained by PMI to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 180one at 503.699.0184 / nicole@180one.com .