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.

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.
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

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.

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New Opportunity: Chief Financial Officer

By Effie Zimmerman • October 13, 2026

Chief Financial Officer ABOUT THE COMPANY Kenworth Sales Company is a multi-generation, family-owned commercial truck dealership founded in 1945 and headquartered in West Valley City, Utah. With more than 1,400 employees across 38 locations, the company provides comprehensive truck sales, parts, service, leasing, rental, and financing solutions throughout the Intermountain West and Mid-Atlantic regions. Recognized as Kenworth Dealer of the Year in both 2020 and 2025, Kenworth Sales Company has built its reputation on quality products, superior service, and a long-standing commitment to its customers and communities. ABOUT THE POSITION Reporting directly to the President, the Chief Financial Officer provides strategic leadership and oversight across accounting, financial reporting, compliance, information technology, security and risk management, finance, and treasury. As a key member of the senior leadership team, the CFO plays an integral role in shaping the Company’s business strategy, financial direction, capital planning, and overall operations. Essential Duties and Responsibilities SENIOR MANAGEMENT Actively participate as a member of senior management to execute the company’s business strategy. Establish and maintain effective working relationships with the dealer principal, board of directors, family business council, president, COO’s, and senior management. Ensure compliance with the company’s vision, mission, and values. Coordinate the preparation of annual business plans for all departments, including forecasts for future business growth, general economic, industry, and financial conditions. Analyze financial operations and identify areas of improvement. Develop innovative and effective financing strategies to support Company operations and growth. Evaluate growth opportunities including valuation analysis, due diligence, financing, risk assessment, purchase agreement support, and post-acquisition integration planning. Develop and foster productive relationships with outside tax, legal, accounting, banking, insurance, and investment advisors as appropriate to support succession planning for ownership and management. FINANCIAL REPORTING Supervise the company’s accounting and financial reporting systems. Ensure financial statements fully and accurately represent the financial position of Company operations and comply with GAAP standards. Design, maintain, and enforce appropriate internal controls, approval authorities, segregation of duties, financial policies, and fraud prevention processes to safeguard Company assets and ensure the integrity of financial reporting and business practices. Ensure reporting compliance with government authorities and regulators, franchisors, and funding institutions. Engage and coordinate all audit functions as directed by the board of directors. Coordinate and supervise internal audits for compliance with Corporate financial standards and related Company policies and procedures. Develop and maintain financial dashboards, key performance indicators, variance analyses, and management reporting tools that provide Management timely insight into financial performance, profitability, liquidity, departmental results, and emerging business trends. RISK MANAGEMENT Supervise the company's risk oversight, including the identification, management, and remediation of physical, virtual, reputational, financial, strategic, and operational risks inherent in all Company operations. Engage and effectively manage physical damage, liability, and business operations insurance coverage, loss prevention, cybersecurity, etc. CASH MANAGEMENT Supervise the company's cash flow. Develop and review pro forma financial and cash flow forecasts to ensure adequate money supply for Company operations. Oversee customer account services, including the receivables process. Develop and maintain strong banking and lender relationships including credit facilities, borrowing capacity, debt obligations, lender reporting, covenant compliance, and other treasury activities. Administer the company's financial obligations, ensuring compliance with contract terms including accounts payable and payment schedules. INFORMATION TECHNOLOGY Supervise the company’s information technology (IT) program, including cybersecurity oversight, systems reliability, data protection, software and vendor management, disaster recovery planning, business continuity support, and technology initiatives. QUALIFICATIONS Bachelor’s degree in accounting, finance, business, or related field required; MBA and/or CPA preferred. Minimum of 10 years of progressively responsible experience in senior financial, accounting, or audit roles, with experience operating at a leadership level. Strong knowledge of GAAP, financial reporting, corporate compliance, financial analysis, acquisitions, and negotiations. Experience with business operations, information technology, and/or the heavy-truck or commercial vehicle industry preferred. Demonstrated ability to lead, develop, and retain high-performing teams while improving organizational effectiveness. Excellent communication, interpersonal, organizational, time-management, and decision-making skills. Ability to analyze complex business issues, develop sound financial and business-case recommendations, and communicate them effectively to senior leadership. Ability to work independently, manage multiple priorities, and operate effectively in a fast-paced, changing business environment. Willingness and ability to travel as needed for business purposes. Interested in Learning More? 180one has been retained by Kenworth Sales Company to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: General Manager- Leasing

By Effie Zimmerman • September 16, 2026

General Manager- Leasing ABOUT THE COMPANY With roots dating back to 1938, The Papé Group is the West’s leading supplier of capital equipment solutions. Today, Papé operates across nine states with over 4,000 team members, proudly representing premier brands including John Deere, Kenworth, Hyster, Ditch Witch, and more. What sets Papé apart is its commitment to long-term relationships, both with customers and employees. As a fourth-generation, family-led business, Papé believes in the value of a handshake, the importance of service, and the impact of leadership that stays close to the work. Papé Kenworth is one of the largest Kenworth truck dealers in the Western United States, providing sales, leasing, rental, parts, and service for medium and heavy-duty trucks. Founded in 2007 as part of Papé Group, the division supports commercial fleets and owner-operators with a commitment to maximizing uptime through exceptional customer service, expert technicians, and a network of locations across the West. ABOUT THE POSITION Reporting to the President of the Papé Kenworth business, the General Manager (GM) of Leasing will be responsible for all Papé PacLease company operations and performance. General areas of responsibility will include business planning, profitable business growth, asset management and profitability, vehicle maintenance standards, and the profitable sale of vehicles at the end of the leasing term. Additionally, this position will oversee the short term rental fleet and lease return sales, contract maintenance, rental performance, and financial and personnel management for this division. This role demands a strategic mindset, operational oversight, and a strong leadership presence to guide branch teams in delivering outstanding service, sales, and profitability. Essential Duties and Responsibilities Develop and execute the overall strategic plan for the leasing division, including revenue, profitability, fleet growth, operational standards, utilization, customer service, and retention. Establish annual and long-term business plans, budgets, forecasts, and performance goals. Drive revenue growth while maintaining disciplined control of expenses and operating costs. Manage fleet acquisition costs, depreciation, residual values, financing costs, maintenance expenses, insurance, and other major components of leasing profitability. Oversee the acquisition, deployment, utilization, maintenance, and disposition of fleet vehicles. Develop and manage processes and procedures for management and tracking of assets, including accurate visibility into lifecycle costs and total costs of ownership. Lead and develop the sales team and strategies for sales and customer acquisition. Establish a disciplined sales process, pipeline process, and forecasting. Ensure compliance with all applicable federal, state, and local regulations. Recruit, develop, motivate, and retain a high-performing leasing organization. Collaborate with dealership leadership to create a unified culture and operating strategy for the Leasing business. CANDIDATE PROFILE The ideal candidate brings a proven track record of successful management experience in commercial truck leasing or dealership environments. Key strengths include: Proven track record of successful management experience within the dealership or leasing environment. Demonstrated experience in developing teams, setting performance goals, and achieving sales targets. Experience developing and executing sales strategies that consistently exceed revenue and profitability targets. Experience leading and developing standard operating procedures for lease operations, asset maintenance and utilization, customer qualification, lease structuring and pricing, long-term leasing contracts, and customer communication. Preferred Bachelor’s degree is preferred, or equivalent combination of education and progressively responsible industry experience. 10+ years of progressive leadership experience in truck dealership or leasing sales and operations. Minimum of 5 years in leadership roles. Interested in Learning More? 180one is an executive search firm and is assisting Papé Group in this search. If interested in learning more about the opportunity, please contact Tom Haley/ 503.334.1350/ tom@180one.com .

New Opportunity: Chief Operations Officer

By Effie Zimmerman • August 13, 2026

Chief Operations Officer ABOUT THE COMPANY STUDSON is a fast-growing safety technology company based in Sherwood, Oregon, redefining industrial head protection. Founded in 2019, the company designs premium Type II safety helmets that incorporate advanced impact protection technology commonly found in sports helmets, helping construction and industrial workers get home safely every day. Driven by innovation and a strong mission, STUDSON is challenging a century of conventional hard hat design and is quickly becoming a recognized leader in the industrial safety market. ABOUT THE ROLE STUDSON is transforming industrial head protection through innovative technology, premium product design, and an uncompromising commitment to worker safety. Having established a strong market position and a solid operational foundation, the company is entering its next phase of growth. To support that growth, STUDSON is seeking a Chief Operating Officer to build the organizational operating system that will enable the business to scale while preserving the speed, innovation, and entrepreneurial culture that define the company today. Reporting directly to the Founder & CEO, the COO will be responsible for translating strategy into disciplined execution across the organization. While overseeing the company's operational functions—including supply chain, sourcing, planning, customer success, and quality —the primary mandate is broader: to create alignment, accountability, and repeatable processes that allow the organization to execute consistently as it grows. This executive will partner closely with every functional leader to improve cross-functional collaboration, strengthen decision-making, and establish operational processes that allow the business to move faster with greater clarity. Success will not be measured by maintaining operations, but by building an organization capable of scaling efficiently while delivering exceptional customer and financial outcomes. The ideal candidate is an experienced operator who has helped high-growth companies evolve from entrepreneurial organizations into disciplined, process-driven businesses without sacrificing agility or innovation. Essential Duties and Responsibilities Organizational Leadership & Operating Excellence Partner with the CEO to translate strategic priorities into company-wide execution plans. Design and implement a scalable business operating system that establishes standard work, management routines, visual performance management, and continuous improvement practices across the organization. Champion a culture of continuous improvement, equipping leaders with practical problem-solving methodologies that eliminate waste, improve execution, and increase organizational agility. Lead cross-functional process improvement initiatives that simplify workflows, reduce complexity, and improve quality, speed, and customer outcomes. Build management processes that improve alignment, accountability, communication, and execution across all functions. Develop an organization capable of scaling efficiently without creating unnecessary bureaucracy. Process Improvement & Business Scalability Lead the continuous evolution of business processes across the organization, leveraging existing technology platforms to improve execution rather than adding complexity. Standardize workflows where appropriate while preserving flexibility and entrepreneurial speed. Identify operational bottlenecks and implement practical solutions that improve throughput, responsiveness, and organizational effectiveness. Foster a culture of continuous improvement, disciplined execution, and data-informed decision-making. Supply Chain & Operational Performance Lead the end-to-end supply chain, including procurement, manufacturing partners, inventory planning, logistics, fulfillment, and customer success. Ensure operational capabilities support both current growth and future product expansion. Strengthen forecasting, inventory management, and S&OP disciplines to improve service levels while optimizing working capital. Build resilient supplier relationships and continuously improve quality, delivery, and cost performance. Cross-Functional Execution Partner with Product Development to ensure successful commercialization of new products. Collaborate with Sales and Marketing to improve demand planning, product availability, and customer responsiveness. Work closely with Finance to improve forecasting accuracy, margin performance, and operational planning. Support Human Resources in developing organizational capability, leadership effectiveness, and performance management. Business Performance Develop meaningful KPI’s and operational scorecards that provide visibility into company performance. Improve operational efficiency, gross margin, inventory productivity, customer satisfaction, and organizational responsiveness. Balance growth, profitability, and operational risk while maintaining STUDSON's commitment to quality and customer experience. People & Culture Build and develop a high-performing operational team grounded in accountability, collaboration, and continuous improvement. Create clarity around expectations, priorities, and decision rights throughout the organization. Help preserve STUDSON's entrepreneurial culture while introducing the operational discipline required for continued growth. IDEAL CANDIDATE Fifteen or more years of progressive leadership experience in operations, supply chain, or general management within a high-growth manufacturing organization. Demonstrated experience implementing or leading a business operating system such as Lean, the Toyota Production System, or a comparable continuous improvement framework that improved organizational performance and scalability. Strong understanding of operational excellence principles, including process mapping, root cause analysis, visual management, standard work, and KPI-driven performance management. Proven ability to build continuous improvement capabilities within leadership teams by coaching managers to solve problems systematically and sustain operational gains. Experience leading cross-functional business transformation rather than simply managing functional operations. Strong understanding of supply chain, sourcing, manufacturing, inventory planning, and customer operations. Proven ability to leverage an ERP and business systems to improve execution, reporting, and decision-making. Strong financial acumen with experience improving margins, working capital, and operational performance. Exceptional leadership presence with the ability to influence across functions and levels. Comfortable operating in an entrepreneurial, founder-led environment where adaptability, humility, and hands-on leadership are essential. Interested in Learning More? 180one has been retained by STUDSON to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com .