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

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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New Opportunity: Vice President of Operations

By Effie Zimmerman • December 11, 2025

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 .

New Opportunity: Chief Financial Officer

By Effie Zimmerman • November 11, 2025

Chief Financial Officer ABOUT THE COMPANY Oregon Beverage Recycling Cooperative (OBRC) is the industry steward of Oregon’s nationally recognized beverage container redemption program. We help keep Oregon beautiful by providing outstanding services to our partner distributors, retailers and to the public for the recovery, reuse, and recycling of beverage containers. OBRC serves as a not-for-profit statewide operator with full vertical integration, making the co-op a major employer and providing more than 500 clean economy jobs in Oregon. Through our statewide fleet operations, OBRC collects more than 2 billion containers annually for recycling across a network of 2,000+ retail stores, 27 redemption centers, 90+ bag drop locations, and transports them for counting, sorting, and processing across 6 statewide processing centers, preparing these containers for Grade-A domestic recycling. At a dime per container, the value of refunds adds up fast. This requires speed and accurate reimbursements for retailers and payments directly to consumers and nonprofits. OBRC manages the flow of deposits and container refunds, paying out over $200 million annually to Oregon consumers. No similar system in America has consumers and the beverage industry is working so closely together to achieve outstanding results, and Oregon’s Bottle Bill is popular with consumers. OBRC is proud to serve as the industry steward of Oregon’s Bottle Bill, ensuring Oregon’s beverage container redemption program continues to produce positive results for Oregonians and inspiring positive change beyond our borders as a model program across the globe. THE ROLE As a strategic business partner to the CEO, this financial leader collaborates with the executive team to provide finance and accounting support for companywide operational departments and other partnerships. Drive business performance by influencing and executing strategies that further OBRC’s mission statement. RESPONSIBILITIES Advise in an active and supportive manner to the CEO, Board of Directors, and other executive team members on strategic plans with a focus on controlling costs and meeting budget goals. Lead the Finance and Accounting team to provide and interpret financial information to improve performance, efficiency, and decision-making across all departments. Influence executive decisions with data and respectful challenges to the status quo. Ensure sound financial management and control practices, including internal financial reporting, internal controls, audit and tax compliance, accounting, strategic and operational financial planning and analysis, budget preparation and reporting, management reporting, as well as insurance and risk management. Direct and manage the treasury function, including planning and forecasting cash flows and maintaining the primary relationship with banking partners. Partner with Human Resources in overseeing and managing employee retirement benefit plans and other benefit plans, including health insurance, life, and disability insurance. Manage OBRC patron relationships and lead the team members in monitoring and signing up new cooperative patrons. Successfully monitor the monthly reporting process by patrons to ensure compliance with service agreements. Consult and lead business departments during the annual budgeting process and any required forecasting to support capital and business development projects. Provide timely and accurate analyses of budgets, financial reports and financial trends. Ensure data systems can meet the company’s business objectives. Compare actual performance against forecast and recommend corrective action when actual performance is significantly unexpected. Provide monthly internal reports and periodic reforecasting of the current year’s financial and business plans. Oversee OBRC’s Loss Prevention Department, which emphasizes asset protection on a companywide basis and security at specified BottleDrop locations. Review legal documents and manage legal challenges in collaboration with the CEO/COO and legal counsel. Supervise and manage a team of employees, including recruitment and hiring of staff, performance management, discipline, and terminations. Other duties as determined by business needs. EDUCATION & EXPERIENCE A bachelor’s degree in finance, business, or other related fields is required. An MBA or an advanced degree is preferred. 15+ years of progressively responsible financial leadership experience required, with a preference for prior public accounting experience. At least 3 of those years should have been in a CFO or financial executive leadership role. CPA is preferred. REQUIREMENTS – KNOWLEDGE, SKILLS, AND ABILITIES Strong verbal and written communication skills; ability to break down complex analysis and communicate effectively to all levels of both internal and external partners. Demonstrated leadership ability, confidence, executive presence, and ability to motivate accounting and other employees. Self-starter who works with a sense of urgency. Strong organization skills with exceptional attention to detail, with a high level of accuracy. Proficiency and professional knowledge of MS Word, MS Excel, and Outlook. Adaptability, and the ability to approach changes and problems with curiosity, humor with the ability to change course. Technical financial knowledge, including cash-flow management, reporting, and analysis. Strong interpersonal skills to listen to understand different perspectives and motivations. Ability to assess a business problem quickly and identify solutions that address the root cause. Ability to delegate tasks and support the team by being hands-on during periods of high need. Ability to effectively manage people and performance to deliver improved team performance. Experience with coaching and mentoring direct reports and assisting with conflict resolution. Interested in Learning More? 180one has been retained by OBRC to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503-334-1350 / tom@180one.com .

New Opportunity: Senior Director of Investor Relations

By Effie Zimmerman • November 7, 2025

Senior Director of Investor Relations ABOUT THE COMPANY As a leader in the global active lifestyle apparel, footwear, accessories and equipment industry, Columbia Sportswear Company has assembled a portfolio of brands dedicated to connecting active people with their passions. In addition to the Columbia brand, Columbia Sportswear Company also owns the Mountain Hardwear, SOREL and prAna brands. Founded in 1938 as a small hat company in Portland, Oregon, Columbia Sportswear Company today has grown into an industry icon with $3 billion in annual sales. As a global company, its brands are now sold in approximately 90 countries. Based in Portland, Oregon, the company is dedicated to making no-nonsense apparel, footwear and accessories to keep consumers warm, dry, cool, and protected, no matter what. Defined by its innovative gear, Pacific Northwest heritage, irreverent spirit and family business ethos, Columbia’s products continue to gain worldwide recognition, enabling them to unlock the outdoors for everyone. THE ROLE The Senior Director - Investor Relations (“the Director”) is part of Columbia Sportswear Company’s (CSC) global finance organization and supports CSC’s senior leadership team optimally positioning the Company to create shareholder value. The primary goal of the Director is to educate and update current and prospective shareholders and investment analysts about our business strategies, trends, risks, financial results, financial outlook, and other relevant matters. Building and maintaining constructive relationships between CSC and the investment community is essential to success in this position. The Director works to successfully lead CSC’s investor relations and financial communications program supporting quarterly earnings releases and other shareholder and investor events including CSC’s annual shareholder meeting, non-deal roadshows, one-on-one meetings, investor conferences and other similar events. Additionally, the Director is responsible for analyzing and interpreting financial, operational, and other related performance metrics for the Company, its competitors, and other market players to prepare financial and other material press releases, presentations, talking points, Q&A documents and other key messages. This position is also responsible for the Company’s competitive intelligence program. This includes researching and analyzing business and financial shifts and trends impacting our customers, competitors, suppliers and other stakeholders in our industry and then communicating these insights to senior leaders and commercial business units. RESPONSIBILITIES Leads in the planning, preparation, drafting and distribution of investor relations related documents, including quarterly earnings releases, earnings release script, CFO commentary, Q&A documents, key messages and talking points. Builds and maintains relationships with sell side analyst community, and assists with communications between the Company and the investment community. Conducts investor targeting for investor conferences, non-deal roadshows, and other investor meetings. Maintains and updates investor relations calendar, including scheduling investor/analyst calls, earnings conference calls, investor conferences, non-deal roadshows and onsite meetings. Develops a thorough understanding of the Company by regularly engaging with business and financial leaders to understand the Company’s business strategies, initiatives, risks, regulatory environment, financial plans and other significant matters relevant to investors. Creates and updates investor relations presentations for use in communicating with the investment community as well as similar financial presentation materials for internal use to the Company’s worldwide employee base. Manages Investor Relations portion of the Company’s website, including the creating and updating of content. Support finance and legal with reporting obligations including quarterly and annual SEC filings, and other reporting commitments. Manage creation of the Annual Report to Shareholders and partner with legal on the creation of the Proxy Statement and execution of the Annual Shareholder meeting. Monitors competitor and market information obtained from analyst reports and media sources; compiles relevant information into summaries for distribution to CSC’s senior leadership team and other relevant stakeholders. EDUCATION, EXPERIENCE & SKILLS REQUIRED Undergraduate degree in Finance, Business, Accounting, Communications or related field, MBA, or CPA a plus. At least ten years of broad business experience in multiple disciplines such as investor relations, investment banking or sell-side or buy-side research. Expert level of knowledge related to investor relations and SEC disclosure regulations, accounting practices, international business, and financial markets. High degree of financial literacy with attention to detail and accuracy. Excellent interpersonal, oral, and written communication skills, including presentation skills. High degree of organization and efficiency with demonstrated attention to detail. Demonstrated accountability and ability to meet deadlines. Ability to work both independently and collaboratively. Dynamic and disciplined thinker with intellectual horsepower. Highest ethical standards, integrity, authenticity, credibility, and character. Professional demeanor and ability to interact with persuasiveness and confidence. Impeccable judgement and maturity. JOB SCOPE Position is highly complex and frequently involves new and varied work situations. Performs duties under little supervision. Determines his/her own practices and procedures and contributes to the development of new ones (company-wide). Decisions are made within general company policy and legal guidelines. Mistakes/errors may result in the dissemination of incorrect information, which may impact investor relations. Ability to work under pressure and respond to intense questioning related to CSC’s financial position. Able to prioritize workload and manage multiple projects independently. Ability to problem solve, analyze/understand complex finance and accounting issues, and financial statement relationships. Able to read, retain and explain internal and external information on CSC’s business and the dynamics of markets and competitors. Communicate with investors and balance their need-to-know against company disclosure policies. Some travel is required. INTERPERSONAL CONTACTS Contacts are with others both inside and outside the organization, including significant engagement with the external investment community. Interactions usually involve information exchange of confidential and sensitive information. Interested in Learning More? 180one has been retained by Columbia Sportswear to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .