R2C Group Hires New Corporate Controller
Congratulations to R2C Group on appointing Jonathan Kuczer as the firm’s new Corporate Controller. One of the largest independently owned advertising agencies in the country, R2C links brand strategy, creative, media and advanced analytics to span traditional direct marketing and brand advertising.
Kuczer brings many years of technical accounting and financial reporting experience to R2C. He began his career with Deloitte and then transitioned into industry with organizations including Holiday Retirement and, most recently, Intel. At Intel, Kuczer provided technical accounting consultation for proposed private equity investments.
180one was proud to partner with R2C on this critical search!
Controller ABOUT THE COMPANY Pacific Realty Associates, L.P. (“PacTrust” or the “Firm”) is a fully integrated real estate development and investment firm based in Portland, Oregon. PacTrust has been active in commercial real estate for more than 50 years and is among the largest real estate developers and investment property owners in the Pacific Northwest. The Firm’s real estate portfolio consists of industrial, industrial/flex, office, retail, hospitality, and agricultural properties, with assets in the Pacific Northwest, California, Texas, and Maryland. www.pactrust.com. THE ROLE PacTrust is seeking a Controller to join its corporate headquarters in Portland, Oregon, reporting directly to the Chief Financial Officer. The candidate will be a key member of the team and be responsible for overseeing all financial accounting, debt reporting & compliance, treasury, financial planning & analysis, tax planning, and filing. Additionally, the candidate will collaborate with the Firm’s investment and asset management teams and will be involved with the operations of the business, specifically related to budget and forecast analysis. Qualified candidates must be self-motivated, extremely detail-oriented, organized, and intellectually curious, and must have deep experience working with and managing teams. The Controller must also embrace the Firm’s collaborative and positive culture, be an effective multitasker, and be comfortable working with and supporting various departments and functions. The Firm benefits from a strong, long-standing capital structure with established policies and procedures, but the Controller will be a key member of the Senior Management team tasked with guiding the Firm into the future and growing the business. The Controller will manage a team of accountants, with additional headcount potentially added in the future based on growth and/or reporting needs. RESPONSIBILITIES The Controller will lead the Firm in the following areas: Financial Accounting & Reporting Manage monthly and quarterly financial statement preparation and related reports and projections. Prepare subsidiary financials and review monthly financial packages from joint-venture partners. Review and approve various balance sheet account reconciliations. Oversee fixed asset accounting and maintain all depreciation schedules within the Firm’s Fixed Asset System (Sage). Prepare valuation support schedules and related reports for quarterly fair value accounting purposes. Set up and manage construction jobs in the Firm’s ERP system (Yardi) to ensure appropriate capitalization of development expenses. Treasury: Ensure the Firm’s cash disbursement and cash management controls are appropriately adhered to and adequately documented. Prepare cashflow forecasts and monitor cash receipts to ensure sufficient liquidity at all times. Administer the Firm’s credit card platform (US Bank) and process daily ACH clearings and vendor updates. Administer the Firm’s cash disbursement system (SinglePoint) and setup/approve ACH, book, and wire transfers. Financial Planning & Analysis: Prepare annual budgets for the Firm’s operating company and managing member entities, with monthly forecast updates. Tax Planning & Filing: Coordinate annual tax return preparation with the Firm’s third-party tax advisor (Deloitte) and ensure all filing requirements are satisfied. Prepare tax work papers for the various entities under management. Prepare quarterly estimated taxable income projections and estimated required tax payments. Prepare and process personal property tax filings for various jurisdictions, as required. Process tenant association tax returns, where applicable. Team Leadership & Development: Lead, mentor, and develop a high-performing accounting team. Foster a culture of continuous improvement, promoting efficiency, accuracy, and best practices. Manage performance, establish clear development goals, and provide ongoing coaching for team members. Other: Coordinate annual audit with the Firm’s third-party auditor (Deloitte) and oversee preparation of audit workpapers. Prepare, on an annual basis, lease analysis files for each park with corresponding updates in Yardi as necessary. EDUCATION, EXPERIENCE & SKILLS REQUIRED Education Bachelor’s Degree in Accounting or Finance required CPA strongly preferred. Knowledge & Experience 10+ years of professional experience with prior controller or similar experience required. Experience with commercial real estate and real estate development accounting and reporting is preferred. Working knowledge of real estate valuation frameworks (discounted cash flow, cap rates, etc.) and financial concepts is preferred. Working knowledge of real estate development and asset management functions is preferred. Working knowledge of tax concepts and considerations as they relate to commercial real estate investment and legal entity structuring is preferred. Skills & Abilities Proven track record of building and managing high-functioning teams. Impeccable integrity and honesty. Exceptional analytical, problem-solving, and strategic thinking abilities. Collaborative and effective team player. Proficient with ERP systems and MS Office Suite. Yardi experience a plus. Excellent interpersonal, oral, and written communication skills; strong presentation skills. Initiative-taker with high energy and commitment to work within a dynamic, collaborative and entrepreneurial environment. Strong business writing skills. Ability to build and manage strong relationships internally and externally. Accountable to deadlines with the ability to manage and prioritize work. PacTrust is an equal opportunity employer. All qualified applicants will receive consideration for employment without regard to race, religion, color, national origin, sex, age, genetic information, sexual orientation, gender identity, status as a protected veteran, or status as a qualified individual with a disability, or any other characteristic protected by applicable Federal, State, or Local law. Interested in Learning More? 180one has been retained by PacTrust to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .
Director of Training & Development ABOUT THE COMPANY “Our business is earning your trust” – Les Schwab, Founder Founded in 1952 by Les Schwab, this organization has grown into among the largest independent tire retailers in the US, with 530+ locations and over 8,000 employees, and a top service provider, winning the 2021 Customer Satisfaction award in our category by JD Power. We continue to grow and innovate in both products and services, including through new store openings and geographic expansion. Les Schwab Tires offers a unique opportunity to support our growth as our new Director of Training & Development, leading our world-class training and development teams in preparing employees and future leaders for successful careers with Les Schwab. THE ROLE As our new Director of Training and Development , reporting directly to the VP of Human Resources, you will be the strategic leader of Les Schwab’s learning and employee development programs. Primary responsibility is building and overseeing programs to strengthen the knowledge and skills of our employees to be successful in their current roles and prepare them for future opportunities in our promote-from-within culture. This role works closely with senior leaders throughout the Company to enhance performance and build leaders in preparation for significant Company growth. PRIMARY RESPONSIBILITIES/FUNCTIONS ● Strategy & Governance Define, implement, and measure the goals and programs of the Training and Development teams to ensure alignment with the Company strategy, department strategy, and guiding principles. Identify needs and build proposals for new programs and program adjustments that align with the Company's strategy for executive review and approval. Collaborate with other departments, especially Store Operations, HR, and Communications, to ensure alignment and that programs support the highest priorities. Partner with CAO, VP of HR, Director of HR, and other key stakeholders to define and implement HR/Communications strategy and best practices. Lead or participate in governance and working groups as assigned. ● Develop People and Team Proactively manage the performance and development of employees. Motivate direct reports to ensure high performance and assign work consistent with current skills and development goals. Provide career development opportunities and coaching. Recognize and reward team contributions. Ensure team members consistently deliver excellent work quality and outstanding customer service. Build a culture of continuous learning and influence a growth mindset. ● Store Training Program Oversee and direct efforts related to building deep skills and capabilities in store employees so they can consistently deliver world-class customer service. Partner with senior operations leaders to identify and analyze organizational needs and recommend training programs. Oversee the Training Design, Development, and Delivery teams to ensure programs support our promote-from-within culture and deliver well-trained and motivated employees ready to support Company growth. Comprehensive learning management systems (LMS) oversight, including maximizing system capability to drive proactive, business-driven data reporting and analysis. Ensure accurate tracking of training programs and provide insight and recommendations for improvements to senior leadership. Update Store Training Strategy and Road Map as needed. ● Leader and Employee Development Oversee and direct efforts to build strong leadership skills in all segments of the Company to ensure a strong pool of well-trained, motivated employees ready to support Company growth. Oversee the Company’s Leadership strategy and competencies, ensuring alignment with Company strategy and with other employee talent programs. Oversee and support the Leadership Development team to ensure their programs support our promote-from-within culture and deliver well-trained and motivated employees ready to support Company growth. Partner with the Executive Coach to ensure lower-level high-potential candidate development is in alignment with the executive development program. Competencies are in alignment with the Company's strategy. Partner with the HR Director to ensure performance management, promotions, and succession programs are in alignment with leadership programs. Facilitate Leadership Development training for select groups. ● Transition Management & Communications Oversee efforts to ensure Prosci change management principles and tools are used effectively to support change in the company. Provide guidance and oversight to Transition Management & Communications teams. Ensure foundation is in place so the team can deliver high levels of change adoption, employee readiness, and effective communications. Influence business leaders by building trust and inclusivity, strategically framing issues, and leveraging data. Serve as an advisor to major Company projects requiring change management. Support the selection of Change Management partner(s) and serve as liaison with the Company. EDUCATION, EXPERIENCE & SKILLS REQUIRED Bachelor’s degree required. Master’s degree or other advanced degree in related fields preferred. 10+ years of experience in training and development, building leaders, employee engagement, talent analytics, change management, and project management. 5+ years of experience managing people, teams, and managers of teams. Interested in Learning More? 180one has been retained by Les Schwab 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
In leadership hiring, one belief persists above nearly all others: that past performance is the best predictor of future success. It’s logical, comforting, and intuitive. After all, if a leader delivered results before, higher revenue, a successful turnaround, a winning streak -they must be capable of doing it again. But that assumption is dangerously flawed. A growing body of evidence, real-world missteps, and cautionary tales suggest that evaluating a leader based solely (or even primarily) on past results can lead to costly misalignments. A recent example highlights this perfectly: The University of North Carolina’s headline-grabbing hire of NFL legend Bill Belichick as head football coach. With six Super Bowl rings and a reputation as one of the greatest coaches in history, Belichick’s track record was unparalleled. Yet in his college football debut with UNC, his team suffered a lopsided 48–14 loss. Suddenly, it was clear: past greatness didn’t guarantee future success in a dramatically different context. While we know Coach Belichick is very early in his tenure at UNC, it’s a fresh reminder that this example extends far beyond sports. It speaks directly to how businesses approach executive hiring, and why it’s time to shift the paradigm. 1. Context Is Everything A key mistake in interpreting a leader’s past success is ignoring the unique conditions under which that success occurred. Was the company in a growth market? Did the executive have access to elite teams, ample resources, or timing that favored bold moves? An executive who excelled in a highly structured, well-capitalized organization may not thrive in a lean, ambiguous, or turnaround environment. Just as Belichick moved from the resource-rich NFL to a university setting with completely different dynamics, many business leaders falter when they switch into unfamiliar ecosystems. Context can make or break performance, and no résumé bullet point can capture that nuance. 2. Success Is Rarely a Solo Act Leadership achievements often look like individual triumphs: “Led $500M product launch,” “Turned around underperforming division,” or “Grew revenue by 60%.” But these outcomes are almost always the result of collective effort. High-performing teams, strong market tailwinds, or favorable internal politics may have played a significant role. Without understanding the true contributors to success, companies risk crediting one person for what was actually a team-driven or market-driven win. Belichick’s NFL success, for example, wasn’t built in a vacuum, it involved legendary players, long-standing staff, and decades of organizational infrastructure. When hiring executives, we must dig deeper: Was the leader truly driving results, or were they simply in the right place at the right time? 3. The Skills That Worked Before May No Longer Apply Many executives ascend by mastering a particular set of skills, scaling a startup, optimizing supply chains, leading sales, but the demands of a new organization may require a completely different skill set. A tactically brilliant operations leader may struggle in a CEO role that demands vision, cross-functional influence, and public-facing leadership. Similarly, an aggressive change agent may clash with a culture that values steady consensus-building. In Belichick’s case, the NFL rewards control, discipline, and closed systems. College athletics requires recruiting 17-year-olds, navigating academic culture, and engaging with boosters. Translated to the corporate world: the same leadership playbook won’t always work in a different environment. 4. Cultural Fit Often Trumps Credentials More than half of executive failures can be traced back to a mismatch in values, communication style, or organizational expectations. Culture fit isn’t about superficial traits - it’s about deep alignment with how a company makes decisions, treats people, and approaches problems. A highly hierarchical leader from a Fortune 50 firm may feel paralyzed in a startup where decision-making is fast and informal. Conversely, a founder-style leader may chafe against the bureaucracy of a multinational. In Belichick’s case, the shift from professional players to student-athletes required more than tactical expertise - it required a mindset and relational approach that wasn’t part of his long NFL tenure. Culture was the hidden barrier. 5. The Future Requires Adaptability, Not Repeatability The pace of change in business today is staggering. AI, hybrid work, geopolitical instability, and generational shifts in employee values mean that today’s leaders must continuously learn, pivot, and adapt. Past performance often reflects a leader’s ability to optimize for the conditions that once existed - not necessarily their ability to navigate what’s coming next. Instead of asking, “What has this leader done?” the better question is, “How do they think? How do they learn? Can they lead through ambiguity?” Executives with linear, legacy-bound thinking may fall short in organizations seeking transformation. Adaptability, not a polished track record, is becoming the most valuable leadership asset. 6. The Halo Effect Clouds Judgment High-profile successes create a “halo effect,” where we assume someone who succeeded in one role will succeed anywhere. It’s why hiring managers are drawn to big names and prestigious brands. But prestige can mask weaknesses. Hiring a famous CEO from a household-name tech company might seem like a coup, until they struggle in a smaller, more complex environment with fewer resources. The same logic applies to Belichick’s move to UNC. The name was dazzling. The record was flawless. But the assumption of transferable success was flawed. Boards and hiring committees must challenge their own biases and evaluate candidates with fresh eyes. So What Should Companies Hire For? Rather than focusing solely on achievements, companies should shift toward evaluating capability and potential . Here’s how: Learning Agility : Has the leader successfully reinvented themselves in different roles or industries? Self-Awareness : Can they reflect critically on past experiences and acknowledge where they’ve failed? Cultural Intelligence : Are they attuned to the nuances of different organizational cultures? Systems Thinking : Can they see the big picture and lead across functions, markets, and time horizons? Emotional Intelligence : Do they inspire trust, connect with people, and lead with empathy? These traits are harder to measure than revenue growth or market share, but far more predictive of long-term success. The Goal Line The University of North Carolina’s hiring of Bill Belichick was bold, ambitious, and rooted in the assumption that his past greatness would translate seamlessly into a new role. When it didn’t, the world was reminded of a difficult truth: past performance is an input, not a guarantee. In business, the stakes are just as high. Leadership decisions shape strategy, culture, and value creation. To get those decisions right, we must look beyond the résumé and consider who a leader is, not just what they’ve done. Because in a world of constant change, the leaders who succeed are not those who repeat the past, but those who are ready to lead into the unknown.
