New Opportunity: Chief Financial Officer

Superior Duct Fabrication


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.



THE ROLE


Superior is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of its 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.


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 and 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.



QUALIFICATIONS


  • 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 retained 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.

By Greg Togni April 6, 2026
When the Masters Tournament tees off at Augusta National on Thursday, April 9, much of the world will tune in not just for golf, but for something increasingly rare: consistency. In an era where nearly everything feels in flux, the Masters remains almost stubbornly familiar. And that’s precisely why it continues to grow. For companies navigating change, the Masters offers a compelling lesson. Tradition and innovation are often framed as opposing forces. At Augusta, they coexist, deliberately, carefully, and profitably. Few events guard tradition as fiercely as the Masters. Patrons still buy pimento cheese sandwiches for $1.50 and walk not run when the gates open. Cell phones are prohibited on the grounds. There are no sprawling sponsor tents, no commercial signage lining the fairways, and no blaring music between shots. Even the language is intentional. Attendees aren’t fans, they’re patrons. Employees aren’t staff, they’re members. Winners don’t hoist trophies in front of LED boards; they slip on a green jacket in Butler Cabin. These aren’t gimmicks. They’re signals. What’s often missed is that the Masters is far from static. Behind the scenes, Augusta National has invested heavily in innovation, just not where it would disrupt the experience. The tournament has become a leader in sports broadcasting, offering one of the most advanced digital viewing experiences in the world. Streaming options give fans unprecedented control over featured groups, individual holes, and real-time scoring. The Masters app is consistently ranked among the best in sports, blending tradition-heavy visuals with cutting-edge technology. International distribution has expanded dramatically, growing global viewership without altering the on-site product. Sponsorship revenue has increased through exclusivity and scarcity rather than volume, fewer partners, and deeper relationships. Augusta didn’t innovate by changing what made the Masters special. It innovated by protecting the experience while modernizing access to it. Perhaps the Masters’ most underrated capability is restraint. There are no naming rights. No halftime-style spectacles. No social media gimmicks plastered across Amen Corner. Augusta National has repeatedly said no to revenue opportunities that would dilute the brand, even as demand continues to grow. Many companies struggle not because they fail to innovate, but because they innovate indiscriminately. They abandon what made them successful in pursuit of what feels new. The Masters shows that enduring brands don’t confuse change with progress. For executives, boards, and investors, the takeaway is clear: preserving tradition and driving innovation are not mutually exclusive goals. The strongest organizations do both simultaneously, anchoring themselves in what they believe while adapting how they operate. As the green jackets come out this April, the Masters will once again remind us that progress doesn’t always look loud. Sometimes, it looks like a familiar sandwich, a quiet fairway, and a product that evolves just enough to stay timeless.
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By Effie Zimmerman March 31, 2026
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