Succession: Planning Tips (not from the HBO series)

Succession Planning is important but not the Plan

Succession planning is one of the most important challenges organizations face but can be the least straightforward on how to effectively plan for it based on constantly moving targets. There is a plethora of different scenarios that impact how a company plans for succession. Some common examples include promotions of high performers to varying levels, identification of leaders who are approaching retirement, or even advance preparation for replacing key executives due to outside circumstances.  Or maybe a colleague decided to start their own company, and the natural successor is going with them? Suddenly, instead of a year to think through a transition, you have a fraction of that time. Each situation has its own nuances and requires a specific approach for a successful and smooth transition.


Key Factors in Succession Planning

Succession planning requires, well, a lot of planning. While some believe only CEOs and Board Members need to prepare for succession, most organizations require managers to identify and develop team members as future leaders for a smooth transition. What we all know about succession planning is that it is fluid and will constantly change. With this understanding, rather than trying to solve all the details of a succession plan, consider adopting two main practices as you go through the initial planning process and future updates to the plan.

 

  1. Understand Your Timeline: This phase represents a crucial aspect of the succession planning process, as it addresses a key question: when will an individual be deemed prepared or invited to advance within the organizational hierarchy? Furthermore, it necessitates consideration of the broader ramifications resulting from the promotion's cascading effect on other individuals and functional areas. In such instances, the implementation of strategies becomes indispensable to effectively navigate both predictable and unpredictable timelines. 
  2. Embrace Flexibility: As we all know, change is the only constant in business and life. It's often evident that as people continue to grow and develop, their roles and responsibilities evolve over time as well. As a result, replacing tenured individuals can prove to be an incredibly challenging endeavor. It’s imperative to contemplate redefining certain roles and exploring short-term compensation solutions. Embracing flexibility both within the organizational chart and the scope of responsibilities can set you up for an effective leadership transition.


Once you have a comprehensive understanding of your designated timeline and have meticulously analyzed the areas of the role that possess potential adaptability, you are now ready to develop your strategy for succession.


Identifying and Developing Succession Candidates

The timeline sets the structure of a successful leadership transition strategy.  The three timeframes are short-term (between 6-12 months), mid-range (1-2 years), and an unknown timeline. Depending on the scenario you are dealing with, your prospective candidate pool and the skillsets you require for eligibility will vary.

 Identifying and Developing Succession Candidates

The timeline sets the structure of a successful leadership transition strategy. The three timeframes are short-term (between 6-12 months), mid-range (1-2 years), and an unknown timeline. Depending on the scenario you are dealing with, your prospective candidate pool and the skillsets you require for eligibility will vary.


Short-Term Succession Timeline

Picture this: You're a director at a mid-size company, and the CEO just gave you the great news that you've been identified as a successor for a VP role in another area of the business. The catch: you are responsible for your replacement, but your transition into the VP role won’t occur for another 9 months. 


To address this situation, companies often adopt a flexible approach toward title and compensation in the short term to ensure the acquisition of a suitable successor. 


Back to the example - If there’s no obvious internal successor, you’ll probably need to conduct an external search where the candidate would be ready for the Director from Day 1, despite having nine months left in the seat. If you hire a Manager under your Director title, there’s a risk they might not be prepared for the Director role in the given time-period or view the move as purely lateral. However, you don’t have the budget to bring on another Director level compensation to your team and anything less will probably not be sufficient to attract a candidate from a similar position. To fill the position for today (and more importantly for succession), the following measures can be implemented:

  • Be open about the promotion timeline during the recruitment process so lateral hires understand the true hiring goal.
  • On their first day, consider reallocating a portion of the organizational chart to them to avoid underutilization. Additionally, assign them important projects as individual contributors that you have been unable to complete due to time constraints. Create a business case to bring the candidate over with a Director title, along with the commensurate compensation level. Even though you may not have initially planned the budget for this, the incremental compensation would only be for a short-term period and would help you place a high-caliber leader in the position immediately.


Mid-Range Succession Timeline

Okay, so you have some time to plan. 


Within a timeline ranging from 1 to 2 years, you can strategize for upcoming successions in a more gradual and organic manner. During this timeframe, it’s crucial to allocate sufficient time for introspection and delve into thoughtful contemplation about your existing team. By asking probing questions, you can effectively identify key contributors who possess the potential to become ideal successors. Some questions you can ask include: How is the team performing under the current leadership? Where do they excel? Where is there room for improvement? Who takes the initiative to solve problems, and who asks insightful questions? When considering an ideal successor, what qualities or key attributes should they possess? 


There are certain specific characteristics to seek in individuals when assessing your team for potential leadership roles. As stated in a Harvard Business Review article focusing on leadership development, the presence of four essential qualities—curiosity, insight, engagement, and determination—indicates the potential for leadership. Individuals exhibiting these traits can be nurtured for senior positions through suitable coaching and support.


To ensure effective succession planning during recruitment:


  • Avoid over-committing in the recruiting process. While discussing potential succession can be appealing to candidates, refrain from making promises or hiring individuals who may feel discontented if they are not promoted soon after joining if an opportunity arises.
  • Clearly communicate the timeline to prevent overselling future opportunities.
  • Ensure you hire candidates at an appropriate level that aligns with their potential for upper leadership roles.
  • Manage the corporate hierarchy carefully. Hiring multiple directors reporting to the same person can create competition and potential discontent. Instead, hire individuals at various levels, with differing role scopes and salary grades, to prevent bottlenecks and foster a broader talent pool. 


The Mystery Timeline

Consider this scenario: your company’s CFO is probably going to retire in the next few years, but it has never been announced. As of right now, there isn’t an obvious internal successor for the CFO position. How do you recruit an external candidate to join your company with succession as a main objective when you can’t commit to a timeline for them? 


There are several challenges in this situation. You need a candidate who is ready now for the CFO role (the retirement announcement could be any day!). You are likely asking them to take a temporary demotion in title or leave their current organization where the timing of their next promotion could be well known. Why would a candidate be interested? 


A better question to ask: How do you find the candidates who will be interested? Look for CFOs who are coming from: 

  • A smaller or less complex organization than yours, but they are ready for the next level of challenge.
  • A larger organization where there is a bottleneck for moving to the next level and your organization provides a clearer path to promotion.


In some cases, the wise move might be to act on the succession plan sooner rather than later. Rather than having the incumbent retire from the company ahead of their own timeline, have them take on another role that is valuable to the company but provides you the opportunity to promote a quality team member internally. This solution retains your talent pipeline, shows your organization that you want to hire from within, and provides a smoother transition because the outgoing CFO is still in the company to provide guidance based on expertise and institutional knowledge.


Flexibility Is the Key

Whether it’s flexibility with your timeline, the willingness to remain open-minded about the org chart, scope of responsibility, or compensation, the ability to pivot quickly when succession is at stake is an asset. For example, if your company has a “unicorn” CFO (they have taken on additional responsibility that is unique to their interests and skillsets but wouldn’t normally be found in another CFO candidate), it may be extremely difficult to find someone who has direct experience fulfilling all the roles your tenured executive does. Adjusting the scope of responsibilities for the new CFO to be closer to the typical functional role is a great way to increase your flexibility and help speed up your hiring process for succession. 


Instead of expending valuable time and resources trying to find another needle in the haystack executive, focus on hiring someone who can do 80% of the responsibilities and spread the other 20% to people already in place who have the proper skillsets. 


Succession planning is a complex topic without a strict roadmap. However, it should be a consideration whenever you recruit and hire for your company. Each new manager, director, or executive should be evaluated as a potential candidate for upward mobility within your organization. Having individuals on the team with the potential for advancement is advantageous for everyone. They can learn directly from senior leadership and potentially take over their roles in the future. This ensures that if a sudden need for succession arises, there are already knowledgeable individuals in the pipeline. Proactive planning can help you avoid the consequences of a last-minute hire or promotion that proves to be unsuccessful. Even if you have six months to work toward a succession transition instead of a year or two, embracing flexibility and knowing what to look for will ultimately set you up for success as you look to find a new leader. 

New Opportunity: General Counsel

By Effie Zimmerman • January 5, 2026
General Counsel ABOUT THE COMPANY A-dec is the premium leader in the dental equipment industry, designing and manufacturing products that span dental chairs, lights, handpieces, furniture, air management, infection control, and delivery systems found in dental offices and operatories. With over 1300 employees and headquartered in Newberg, Oregon, A-dec’s familial culture and values have been attributed to their commitment to the Newberg community and its employees through various investments and programs. ABOUT THE POSITION The General Counsel (GC) will manage legal matters for the organization and affiliated entities, including all litigation defense coordination, intellectual property, business development, contracting, unfair trade practices, anti-trust, corporate governance, and the coordination of legal matters managed by outside counsel. GC will provide legal advice to management, provide counsel on negotiating corporate transactions, and prepare related documentation. Provide strong leadership, guidance, and pragmatic business acumen, recognizing the business consequences of legal advice. GC is a strategic and innovative thinker who can develop and articulate a clear understanding of the company’s strategy from all perspectives and find creative solutions to complex legal problems with a strong ability to balance legal and business risk. DUTIES & RESPONSIBILITIES Corporate Governance & Strategy Serve as a trusted legal advisor to the executive leadership team on corporate governance and risk management. Oversee corporate governance matters, including board support, entity management, and compliance with applicable corporate laws. Support business development, joint ventures, and other strategic transactions from due diligence through integration. Board meeting preparation and serves as acting Secretary in Board of Directors’ meetings and prepares all necessary Board and Shareholder documents. Regulatory & Compliance Partner with corporate regulatory leaders to ensure compliance with U.S. and international laws and regulations applicable to medical/dental devices, manufacturing, quality systems, and global distribution. Interface with corporate regulatory leaders to manage regulatory risk and ensure compliance. Develop, implement, and maintain company-wide compliance policies and training programs. Commercial & Contract Management Draft, review, and negotiate a wide range of commercial agreements, including supplier, distributor, licensing, manufacturing, and customer contracts. Support global sales and supply chain operations with practical, business-focused legal guidance. Establish contract standards and processes to improve efficiency and risk management. Intellectual Property Oversee protection, management, and enforcement of the company’s intellectual property portfolio, including patents, trademarks, and trade secrets. Work with internal teams and external counsel on IP strategy aligned with product development and global expansion. Litigation & Risk Management Manage all litigation, disputes, and claims, including product liability and commercial matters. Select and manage outside counsel, controlling costs and ensuring high-quality outcomes. Oversee risk mitigation strategies. Legal Operations Build and lead the legal function, including internal staff and external legal resources. Develop budgets, manage legal spend, and improve legal operations and processes. Foster a culture of ethics, compliance, and sound risk judgment across the organization. MINIMUM QUALIFICATIONS Knowledge, Skills and Abilities Strong business acumen with the ability to balance legal risk and commercial objectives. Deep understanding of regulatory, compliance, and quality requirements in a manufacturing environment. Excellent negotiation, communication, and leadership skills. Practical, solutions-oriented mindset with high ethical standards. Ability to work collaboratively with business clients and proactively become involved in business initiatives. Ability to interact effectively with associates at all levels in all businesses across North America and in countries where A-dec has a presence. Ability to interface and negotiate with legal representatives at dealers and suppliers. Ability to communicate clearly, concisely, and effectively. Good listening skills. Skilled at working independently and leading critical matters to conclusion with little supervision, while coordinating with other attorneys and stakeholders. Demonstrated ability to quickly establish trust and rapport within A-dec. Strong leadership skills to manage projects and influence decisions, with the ability to be persuasive in reinforcing the best interests of the company. Understands business implications of decisions. Strong analytical, organizational, and time management skills. Travel, including internationally as needed, to perform the duties of the job. Expert legal document drafting and research skills. Education and Experience Requires Juris Doctor (JD) from an accredited law school. Must be a member of the bar in good standing; admission to the Oregon State Bar preferred. 10+ years of legal experience in a relevant law firm or corporate setting. Experience as an Associate, Assistant, or General Counsel is preferred. Experience in medical devices, pharmaceuticals, or other healthcare-related experience is desirable. Experience in a manufacturing business is preferred. Experience in a global business with international distribution is preferred. Interested in Learning More? 180one has been retained by A-dec to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: Chief Financial Officer

By Effie Zimmerman • December 23, 2025
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 .

The Coaching Carousel - The Do’s and Don’ts for Businesses

By Greg Togni • December 16, 2025
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.
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