The Director Gap: How Job Titles Affect Business Growth
As you grow your business, you’re faced with a number of choices that can make or break your success. Are you choosing the right real estate for new company locations? Do you have enough suppliers to meet the demand for your products?
And, most importantly, do you have the right team members to help you succeed?
Whether you’re adding new positions or backfilling existing ones, putting the right team together is key to growing your organization. Often overlooked, however, is deciding the appropriate job titles for each position and each team member.
In helping a variety of clients expand their businesses by adding senior-level management positions, 180one has seen many job title debates surrounding what we like to call the Director Gap.
As organizations grow, one major challenge is filling the senior-level management void that exists between Manager and Vice President level positions. Should new employees be considered Senior Managers or Directors? And how much does the job title really matter?
As you grow your organization and close the Director Gap, here are three important areas that could be impacted by the job titles you choose.
Changing Your Org Chart
Your company’s internal structure can be affected (both positively and negatively) when you introduce new job titles. As you add a new level to your organizational chart, it’s important to consider the impact on your organization as a whole.
When adding a Director level to your org chart, think about these questions to help you understand the internal needs and challenges that may arise:
Does a Director level fit with your company’s culture?
All organizations are unique, so before you alter your org chart, consider whether a Director level fits with your company’s culture. Are you adding a new management level because it will assist with your long-term growth plans, or are you only adding a new level of “bureaucracy” that doesn’t align with your company culture?
Who receives a Director title and who doesn’t? And how do you decide?
When bringing new talent into your organization (at any level), it’s essential that you remain consistent when assigning job titles. If you choose specific criteria for assigning a Director title, remember to think about how those rules might apply in special circumstances.
If all Directors must manage a team, for example, you may need to consider how you will deal with a high-level individual contributor who comes on board in the future.
How will adding a Director title affect your company’s compensation structure?
Does your your organization offers a Long Term Incentive Plan (LTIP)? If so, you may need to add new members to that LTIP to accommodate new senior titles. Moreover, by adding a Director level position, you may need to change some Managers into Senior Managers, which could also impact compensation.
Thinking about the financial impact that adding a Director title will have on your entire organization will help you avoid any issues with your compensation plan down the road.
Perception in the Marketplace
As you add new members to your team, assigning the right job titles can also affect how others outside of your organization perceive those positions. When deciding on position titles, make sure to consider the requirements of your industry.
Will the position work with vendors who require authorization from the Director level or above to complete a transaction? If so, a Director title may be better than a Senior Manager title in order to streamline workflow.
Is the role more externally-focused, like a Sales position? A Director title may give the position more credibility than would a Senior Manager title, allowing the position to bring in new business more effectively.
Paying attention to your industry’s preferences when it comes to position titles will enable you to create alignment when appropriate and help avoid any setbacks that your employees may face when engaging with others in the business community.
Recruiting Top Candidates
The Director title is often more attractive to a potential candidate than the Senior Manager title, so you may lose out on candidates with the right skills and experience because they require a more senior title.
To make sure the wrong job title won’t stand in the way of recruiting candidates for your expanding organization, keep these tips in mind:
- Survey similar positions in the marketplace. Position titles vary from company to company, but researching companies that are similar in size and industry can help you identify the titles that might be right for your organization.
- Make sure the job title aligns with the job description. Will this position report to a Vice President? Is this person managing a large team? Will you only consider candidates who hold an MBA? Outlining the scope and responsibilities of the position will help you determine if a Director level title is necessary.
- Job titles really do matter in the marketplace. So make sure to keep them in mind when you add new employees at all levels as you build your team and grow your business.
When it comes to picking a new CEO, most boards reach for the usual suspects: executives with deep industry experience, often from within the same company or sector. That approach can feel safe, familiar candidates, known resumes, and minimal learning curves. But sometimes, playing it safe is the riskiest move of all. Two bold CEO appointments, Lou Gerstner at IBM in 1993 and Luca de Meo at Kering (home to Gucci, Saint Laurent, and Balenciaga) in 2025, offer compelling lessons in why bringing in an outsider can not only revitalize a struggling company but completely redefine its future. When a company is facing a critical inflection point, whether due to market shifts, internal stagnation, or a crisis of identity, looking beyond the usual talent pool may be exactly what’s needed. The IBM Pivot: Why the Best Choice Isn’t Always the Obvious One When IBM was on the brink of collapse in the early 1990s, the board had every reason to hire a tech industry insider. The company’s mainframe business was declining, and pundits believed the only way forward was to break it apart. The business media circled around technologists like John Sculley (Apple), Ben Rosen (Compaq), and George Fisher (Motorola) as obvious successors for IBM. It seemed clear: IBM needed someone with computer experience. Instead, the board chose Lou Gerstner , a marketing-focused executive with no background in tech. He had led American Express but had never worked at a tech firm. To most, it seemed like a wild bet. But Gerstner had what IBM truly needed: a clear-eyed view of business fundamentals, customer orientation, and the courage to challenge entrenched thinking. Within weeks, he diagnosed IBM’s core problem - not a dying mainframe business, but a bloated cost structure and poor pricing strategy. He slashed costs, dropped prices, and pivoted the company toward software and services. The result: IBM swung from an $8 billion loss to a $3 billion profit in under two years. The stock doubled in less than three. The takeaway? Gerstner succeeded not because he understood technology better than the insiders, but because he saw the business more clearly. His outsider lens became his greatest asset. Kering’s Gamble: When a Fashion House Needs a Fixer Fast-forward to 2025. The luxury giant Kering , home to Gucci, Saint Laurent, and Balenciaga, is flailing. Once a cultural powerhouse, the company has lost over 60% of its market value in two years. Gen Z is turning away. Investors are panicking. Gucci, the group’s crown jewel, has lost its sparkle. Leadership is uncertain. The traditional luxury playbook isn’t working. Enter Luca de Meo , a car executive. Best known for his turnaround successes at Fiat, SEAT, Volkswagen, and most recently Renault, de Meo is a brand strategist, not a fashion insider. But in an unexpected move, Kering’s longtime CEO François-Henri Pinault tapped him as his successor. To some, the decision was shocking. To others, it was exactly what Kering needed. Like Gerstner, de Meo is a seasoned operator with a history of revitalizing stagnant brands. He brought the Fiat 500 back to life. He revived Renault’s design appeal. And, importantly, he understands how to manage complexity at scale, just like a fashion conglomerate demand. Pinault explained the decision simply: “His experience at the helm of an international listed group, his sharp understanding of brands, and his sense of a strong and respectful corporate culture convinced me that he is the leader I was looking for.” In other words, Kering isn’t betting on fashion expertise. It’s betting on vision, brand building, and courage , qualities that transcend sectors. What Great Boards Understand About CEO Selection These two stories - IBM in 1993 and Kering in 2025 - share a deeper lesson about board behavior: great boards don’t just look for experience. They look for fit, capability , and contextual leadership . According to governance experts, the best board members do four things related to CEO selection that others often overlook: Clarify essential qualities : They define the two or three critical capabilities required to lead the company now , not a generic list of leadership traits. Stay open-minded : They don’t default to insiders or industry lifers. They consider external candidates who might bring unconventional strengths. Understand true fit : They go deep to match the candidate’s strengths to the business’s unique challenges - not just resume credentials. Accept imperfections : No candidate is perfect. Great boards don’t let minor gaps outweigh major potential. The IBM board, for example, didn’t get fixated on Gerstner’s lack of tech experience. They focused on his customer acumen, strategic thinking, and execution muscle . Kering is doing the same with de Meo: prioritizing brand vision and organizational agility over fashion-world familiarity. Why Outsiders Sometimes Make the Best Insiders There’s a myth that only someone “from the industry” can understand a company’s product or sector. But often, industry veterans are too close to the way things have always been done . They bring assumptions, biases, and sometimes too much reverence for tradition. Outsiders, on the other hand, are unencumbered. They ask disruptive questions. They bring fresh playbooks. They’re more willing to cut sacred cows or challenge failing strategies. And when paired with a strong leadership team that fills in any gaps, they can create transformative results. In both IBM and Kering’s case, their challenges weren’t about industry-specific knowledge. They were about strategic misalignment, outdated business models, and fading relevance. And those are problems a great leader, regardless of background, can solve . So, When Should You Look Outside? Hiring an outsider isn’t always the right call. But it can be the smartest one in situations like: An identity crisis (like Kering): when the company no longer knows who it is or how to connect with a new generation of consumers. A deep turnaround (like IBM): when the internal culture is stuck and bold change is needed. A strategic pivot : when the business must evolve quickly, and current leadership lacks the skills or courage to get there. A stagnant succession pool : when the internal candidates reflect the past more than the future. Bold Moves Create New Futures Both Lou Gerstner and Luca de Meo walked into the industries they weren’t born in. They remind us that leadership is less about where you come from, and more about how you think, act, and lead. Boards that have the courage to look outside their industry not only to widen the talent pool - but they also give their companies the best shot at meaningful transformation. In moments of crisis or reinvention, you don’t need more of the same. You need someone who sees things differently and has the guts to act on it.
Vice President Operations & Purchasing About the Company Wilmar is a leading supplier of hand tools and equipment to major retailers across North America. With a focus on quality, value, and service, Wilmar delivers a wide assortment of automotive, industrial, and home repair tools to customers ranging from big-box retailers to specialty distributors. The company has a strong global sourcing operation and a warehouse network supporting a diverse and fast-moving product catalog. Wilmar is backed by Rainier Partners, a growth-focused private equity firm committed to building operational capabilities, improving margins, and supporting long-term value creation. Rainier’s investment is helping accelerate Wilmar’s growth in additional product categories, end markets, and geographies, while preserving the Company’s unique culture and customer focus. About the Role The Vice President of Operations and Purchasing is responsible for driving operational performance across Wilmar’s warehouse, purchasing, and facilities functions. This leader will ensure the company’s distribution operations are efficient, accountable, and aligned with broader business goals. The ideal candidate brings a deep background in global sourcing, warehouse operations, and lean methodologies, combined with the leadership skills to build a high-performing team. The VP of Operations will report directly to the CEO and work closely with the executive team. They will oversee key areas including warehouse management, purchasing strategy, supplier performance, inventory control, safety, and facilities management. This is a hands-on leadership role requiring both strategic insight and executional follow-through. Principal Accountabilities Are: Operational Execution Lead all aspects of warehouse and distribution operations across multiple shifts, with clear accountability for productivity, accuracy, on-time delivery, and safety metrics. Ensure WMS and forecasting tools are fully leveraged to improve planning, execution, and visibility. Drive continuous improvement through lean methodologies, root cause problem-solving, and frontline engagement. Strengthen shift handoffs, floor discipline, and daily performance management. Purchasing & Sourcing Leadership Direct the Purchasing function through a Director of Purchasing and team, ensuring accurate forecasting, supplier performance, and cost optimization. Oversee global sourcing decisions, balancing quality, cost, lead time, and working capital implications. Serve as a strategic negotiator for key supplier relationships and escalation points. Develop sourcing strategies that improve inventory turns and reduce excess and obsolete stock. People Leadership & Culture Build a strong leadership bench across operations and purchasing; provide clarity, accountability, and coaching to direct reports. Evaluate and evolve the existing leadership team to meet current and future needs. Lead culture change with a focus on urgency, ownership, accountability, and safety. Set a high bar for behavior and performance and follow through on underperformance with clarity and professionalism. Data-Driven Management Use systems (WMS, HRIS, Excel) and visual management tools to drive accountability and improve execution. Develop and report on key performance indicators across operations and purchasing. Establish practical, actionable KPIs that align with business priorities and PE partner expectations. Cross-Functional & Financial Acumen Work in partnership with Sales, Finance, ECommerce, and HR to ensure operational decisions support broader business objectives. Translate business strategy into operational execution plans that impact the P&L. Balance tradeoffs between cost, service, and operational risk with clarity and foresight. Ideal Candidate Profile: 10+ years of leadership experience in a high-volume distribution or logistics environment, ideally within a global sourcing and retail supply chain context. Proven success implementing lean practices and continuous improvement initiatives. Demonstrated ability to lead culture change and build strong leadership teams. High comfort level with data and operational systems; able to translate insight into action. Strong cross-functional collaborator who understands how operational decisions impact financial results. Interested in Learning More? 180one has been retained by Wilmar to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503-334-1350 / tom@180one.com
How the Youngest Team in the NBA Won a Championship, and What It Teaches Companies About Rethinking Experience. In one of the most remarkable and inspiring seasons in recent sports history, the youngest team in the NBA defied all odds and clinched the championship title. Even more remarkable was that the Thunder were the youngest No. 1 seed in NBA history. Without the weight of veteran stars or a legacy of experience to lean on, this squad demonstrated that youth, agility, and fearless innovation could overcome the status quo. This isn’t a fluke. It’s the result of a deliberate, long–term vision, drafting and developing young talent, investing in player development, and creating a culture that prizes collaboration and growth over seniority. Their journey offers more than just a great sports story; it challenges the way companies view experience and value within their teams. The Traditional View: Experience as a Default Proxy for Value For decades, most organizations have equated years of experience with effectiveness. When hiring senior leaders, companies often use tenure as a key filter. Promotions frequently go to those who have "put in the time." And while experience certainly brings value - especially in decision-making, risk assessment, and stakeholder management - it should no longer be treated as the only or best predictor of future success. The Thunder’s 2025 title flipped that thinking on its head. They didn’t win because they had a deep bench of battle-hardened veterans. Their victory reminds us that in fast-moving environments, potential often outperforms pedigree. The Business Parallel: Rethinking the Experience Premium In corporate environments, experience has long been equated with value. Resumes laden with years of service and past roles often carry more weight than fresh ideas or untested energy. While experience can bring insight and stability, over-reliance on it can lead to stagnation. The NBA championship victory of this young team disrupts that thinking. It underscores a powerful idea: in rapidly changing environments, adaptability, curiosity, and the ability to learn fast can be more impactful than tenure. Companies today operate in a world that’s evolving faster than ever. Technology, consumer behavior, and market dynamics shift constantly. In such a climate, organizations that prize agility and fresh thinking often outperform those clinging to traditional hierarchies and outdated assumptions. Experience Is Still Valuable- But It’s Not Everything This isn’t a dismissal of experience. Seasoned professionals bring wisdom, historical context, and leadership that’s often critical. Just as a team might need a veteran presence in the locker room, companies benefit from experienced leaders who can guide and mentor. Similarly, companies should build environments where experience and youth are complementary, not hierarchical. That means creating mixed-age teams, mentorship programs that go both ways (reverse mentoring), and decision-making processes that value ideas over job titles. Cultural Transformation Begins at the Top For this kind of transformation to occur in business, leadership must challenge their own biases. Hiring practices, promotion pathways, and meeting dynamics often default to favoring experience over potential. To change this: Redefine Value Metrics : Shift from measuring success solely by tenure or past accomplishments to include adaptability, innovation, and team impact. Empower the Young : Give younger employees meaningful projects and leadership opportunities. Let them prove what they can do, not just what they’ve done. Encourage Risk-Taking : Just as the young NBA team took bold shots and played an unpredictable game, companies should reward intelligent risk-taking rather than punishing failure. Foster Intergenerational Collaboration : Combine the best of both worlds—pair youthful energy with seasoned insight for more balanced, resilient teams. The Future Belongs to the Fearless The youngest NBA team’s victory wasn’t just a basketball achievement; it was a cultural statement. It challenged the myth that experience is the ultimate determinant of success and showed the power of trust, teamwork, and youthful fearlessness. For businesses watching from the sidelines, the lesson is clear: if you want to build a championship organization, don’t just look at the old playbook. Cultivate fresh energy, bold thinking, and dynamic execution that youth can bring. Create space for new voices to rise. Experience will always have its place, but in the new era of work, potential might just be the most valuable asset of all.
