Three Reasons to Engage a Retained Executive Search Firm

3 Reasons To Engage a Retained Executive Search Firm

For even the most experienced Human Resource Managers, finding qualified candidates to fill positions is often challenging. Traditional search methods, such as job postings, often tap into a pool of candidates who are seeking employment, but they do not necessarily yield the most qualified candidates or the best fit for the positions. And when one considers that nearly 96% of the working population is currently employed, the pool of potential candidates appears to be even more restricted.

So how might hiring managers alleviate the stress and limitations of these traditional practices, particularly when hiring at an executive level? One common approach is to outsource the search by hiring a recruiting firm.

In today’s post, we will share three reasons why you might want to consider a retained search firm and provide a guide to help determine when to engage a retained search.

The Level of Position

Most often, retained recruiting firms are the best solution when companies or organizations are looking to fill positions that require a unique skill set, are in high demand, or are at an executive level (C-Suite). Because these firms are comprised of more experienced search consultants with extensive business acumen, they are better equipped to address their clients’ needs. Furthermore, retained consultants understand how important it is that they appeal to potential candidates.

When retained search firms reach out to potential candidates, there is a perceived value of the position and of the company. According to business advisor, Cameron Harold, these candidates tend to “take a call more seriously” because the company is willing to invest resources up front to find the correct fit. These executives understand retained searches offer premium services and that the client is committed and willing to go through the best channel to fill the position.

Given their level of service and attention to detail, retained search firms will ensure that conversations with candidates focus predominately on company goals and how the role they are filling is needed to help achieve those goals. Top performers know what they can bring to the table, but they want to hear how their skillset may be an asset to a potential employer.

Retained firms recognize and respect that executive candidates are extremely busy. As a result, candidates typically find the interview process to be very positive with these firms and know that they will receive timely feedback at this level.

Access to More

Retained firms excel at targeting the right and most exclusive candidates. Because these positions often require a unique skillset or are in high demand, the number of candidates that possess the correct backgrounds are limited. More often than not, the best candidates are not actively looking for a change in company or role. These candidates are busy and lack the time and/or desire to look at job boards for new positions. The best candidates are focused on being successful in their current positions or with their current organizations. Companies cannot rely upon finding the most qualified candidates among the unemployed – it is imperative that they have access to a greater percentage of the workforce.

Hiring to fill a position is analogous to purchasing real estate. In real estate, clients have certain criteria for a new home. They may engage a realtor who traditionally scours the MLS to identify current listings that meet the client’s criteria. The problem with this approach is that the MLS is limited to what its available now, not necessarily showing all properties that meet the client’s criteria, including those not on the market. To truly add value and provide the buyer access to all homes, the realtor would need to conduct research to identify all homes, and then knock on the doors or call the homeowners see if they would be interested in selling.

A retained firm will “knock on the doors” of candidates who meet the client’s “buying” criteria. The firm will share with them what is happening in the marketplace, particularly as it pertains to the specific client, and ask if they are willing to “sell”.

Assistance Beyond the Resume

The level of service that clients receive from retained search firms is unparalleled. The Association of Executive Search and Leadership Consultants summarizes this well:

“Executive search firms operate on an exclusive, client-centered basis and bring a deep level of expertise – inclusive of industry knowledge and job functionality – to each assignment. They are engaged in all aspects of the process, from defining the search through candidate integration.”

Retained recruiters do not simply rely on resumes to determine candidates’ qualifications. They develop and employ additional tools, including success profiles, written assessments, and behavioral assessments.

In addition to utilizing the tools above, retained consultants will assist clients with the development of an interview process. The process not only evaluates candidates on the right areas at the right phase, it also creates an experience for the candidates that is positive and leads to hiring. Furthermore, clients are able to take comfort in knowing that they have a dedicated resource developing and executing a search strategy on their behalf. This enables the clients to focus on their day job and use their time evaluating and selecting candidates as opposed to managing the sourcing of candidates, managing multiple contingent firms, and screening candidates.

Finally, retained firms are skilled at consensus building. There are times when clients struggle to find candidates because there are competing interests or biases that interfere with the hiring process amongst members of the interview or selection team. For example:

A non-profit organization, looking to fill an Executive Director position, may be comprised of a volunteer board that includes a CFO and a Marketing/PR Executive. The CFO may feel that finding someone who has a financial background so that they oversee proper spending of the organization’s assets is of utmost importance. The Marketing/PR executive may feel that a candidate with externally facing and relationship builder skills are the most valuable ones required for the position.

Unfortunately, these two skill-sets can be somewhat mutually exclusive and trying to find a candidate with all those attributes could be problematic. Retained search firms serve as third party facilitators in these circumstances. They can hone in on client goals and determine what skill-sets are truly necessary for the role and, thus, mitigate competing interests.

Their Goal is Your Goal

In conclusion, if there is a strong possibility that the organization needs to hire a search firm to fill executive level positions, hiring a retained firm is probably the best option. Clients receive the best value for their investment when they hire retained firms. Not only are the overall fees similar between retained search firms and other providers, but they go above and beyond to put their clients’ interests first. Other providers only receive compensation when their candidate is hired, so their goal is for the client to hire their candidate, not necessarily the best candidates. Retained firms, however, are able to provide unbiased feedback without fear of jeopardizing their fee. This factor enables them to look out for their clients’ best interests and be fully committed to achieving the clients’ goals – something hiring managers should definitely keep in mind! A retained search firm’s goals are the same as the client’s goal - which is about hiring the best candidate.

Ready to hire a retained search firm? Feel free to contact 180one and we’d be happy to assist!

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New Opportunity: Vice President, Aftermarket

By Catherine Landgraf • June 11, 2025

Vice President, Aftermarket ABOUT THE COMPANY Dover’s Vehicle Service Group is the global leader in designing and manufacturing vehicle service, collision and automotive OEM equipment. It is one of the founding companies of Dover Corporation, an eight billion dollar diversified global manufacturer. VSG consists of fifteen leading vehicle lifting brands (Rotary, Forward, Blitz, Ravaglioli, etc.), collision repair (Chief), wheel services, diagnostics (Butler, Rotary, Chief and Ravaglioli) and tier-one automotive brands (WARN Automotive) with operations worldwide, including regional business operation centers and large manufacturing facilities in the U.S., Europe and Asia. ABOUT THE ROLE Responsible for developing and executing the VSG Parts and Service business strategy in the Americas. This is a critical leadership role that requires strategic thinking, operational excellence, and the ability to inspire and motivate cross-functional teams to achieve Aftermarket objectives while exceeding customer expectations. ESSENTIAL DUTIES AND RESPONSIBILITIES Develop and implement a Parts and Service strategy to increase market share and add growth opportunities by leveraging complimentary products to the existing offering’s portfolio. Create a marketing strategy for recommending parts and services to existing customers and an outlet to attract new conquest customers using the Parts and Service area of the business. Partner with internal Supply Chain teams to develop an inventory stocking and replenishment model to ensure business success. Partner with dealers to develop a shared inventory and consumption model with clear visibility of parts supply in addition to developing incentives to drive the right behaviors. Stay current with industry and market trends and apply learnings to the VSG Aftermarket strategy. Create detailed budgets and forecasts, including annual sales and profitability targets to meet business and company financial and growth goals. Track and report internal progress to targets, utilizing technology and automation to reduce errors and administrative burden. Direct and coordinate activities relating to part quotations, including ensuring e-commerce ease of use. Developing innovative techniques for recommending parts and services to customers that generate incremental sales. Appraise existing offerings compared to competitors in terms of price, specifications, and delivery model and recommending changes in sales techniques, process design, or other procedures as necessary to achieve goals. Communicate regularly with internal functional teams including Operations, Service, Training, and Sales to effectively manage and grow and develop the parts and service processes. Motivate and inspire a team to achieve company goals and foster an environment of personal development and leadership growth opportunities. CRITICAL SHORT-TERM OBJECTIVES Develop and implement the Aftermarket structure and business strategy that: Expand parts and service market share. Improve supplier and customer network capabilities. Create higher levels of customer satisfaction and loyalty. Generate growth and expansion of the business into a new segment. Access and align internal resources needed to execute the enhanced Aftermarket business strategy. OVERALL QUALIFICATIONS – Skills and Experience Deep understanding of Parts and Service market in the Americas. Minimum of 10 years of progressive experience with parts and service delivery models. Proven track record of successfully transforming parts and service organizations to improve efficiency, productivity, and profitability. Strong leadership skills with the ability to inspire and motivate cross-functional teams. Excellent analytical and problem-solving skills, with the ability to identify root causes and implement effective corrective actions. Strong communication skills, both written and verbal, with the ability to effectively communicate complex concepts to diverse audiences. Demonstrated ability to work in a fast-paced, dynamic environment and adapt to changing priorities within all levels of the organization. KEY DOVER COMPETENCIES Customer Impact : Creates value for customers addressing known and unknown needs. Knows and understands all aspects of the global market, including: economics (regulatory issues, corporate compliance, etc.), products and services, channels, the customers and their end-markets. Strategic Mindset : Has understanding of global industry or market; creates breakthrough strategies that alter the competitive dynamics in a market, and establishes a series of competitive advantages yielding profitability that exceeds expectations for the organization. Results Driven : Produces results that exceed Dover’s strategic objectives via a combination of planning and implementation, while living the Dover Values. Strong Business Acumen and Sound Judgment : Uses instinct as well as data to accurately assess business situations and industry trends; makes timely, appropriate decisions and implements appropriate plans while living the Dover Values. Winning the Right Way : Operates with High Ethical Standards, Openness and Trust. Conducts him/herself with high ethical standards and fosters a culture in the organization to conduct business aligned with those standards. Builds and Manages Collaborative Relationships : Establishes and nurtures numerous relationships within Dover. Takes action to partner with the communities in which we operate and to be an appropriate corporate citizen. Interested in Learning More? 180one has been engaged by VSG to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: Vice President of Sales & Marketing

By Greg Togni • June 10, 2025

Vice President of Sales & Marketing ABOUT THE COMPANY Dover’s Vehicle Service Group (VSG), is the global leader in designing and manufacturing vehicle service, collision and automotive OEM equipment. It is one of the founding companies of Dover Corporation, an eight billion dollar diversified global manufacturer. VSG consists of fifteen leading vehicle lifting brands (Rotary, Forward, Blitz, Ravaglioli etc.), collision repair (Chief), wheel services, diagnostics (Butler, Rotary, Chief and Ravaglioli) and tier-one automotive brands (WARN Automotive) with operations worldwide, including regional business operation centers and large manufacturing facilities in the U.S., Europe and Asia. ABOUT THE POSITION Reporting to the Vice President (VP) & General Manager, VSG NSA , the Vice President (VP) of Sales and Marketing will lead the strategy, development, and execution of all sales and marketing initiatives to drive profitable revenue growth, market share, and brand visibility for VSG, NSA. This position will build, mentor, and manage high-performing teams while working cross-functionally to align business goals and customer needs. The VP will play a key role in shaping the company’s growth strategy and ensuring its leadership position in the market. RESPONSIBILITIES : Sales: Develop plans and strategies for achieving the company’s sales goals. Own the Annual Sales Plan and three-year strategy for driving growth in core business, identified adjacencies, and initiatives. Define sales processes, systems, and infrastructure that drive desired sales outcomes, identify improvements, and provide detailed and accurate sales forecasting. Create a culture of success and ongoing business and goal achievement. Become known as an employer of choice and a customer-facing team that top sales and customer service professionals want to join. Manage customer expectations and serve as the chief customer advocate within the business. Manage key customer relationships and participate in closing strategic opportunities. Travel for in-person meetings with customers and channel partners to foster key relationships. Drive product / services roadmap and definitions with Product Management including corresponding business models and pricing backed by marketplace analysis of customer requirements and competitive offerings/positions. Identify product gaps and improvement opportunities to provide superior, customer focused products. Collaborate with Product Management and cross functional teams to realize products in a cost effective, timely manner. Pursue alternative sales channels and customer segments to expand and leverage penetration of product offerings. Develop sales tools and sales management approaches to maximize effectiveness of direct sales and channel sales forces. Pursue sales force automation (leverage CRM solution) for all field sales personnel to streamline processes, reduce costs, and improve communication. Marketing: Assist in transitioning an internally focused business with strong Brand and Product reputation to that of a customer centric organization focused on delivering broader service and experiences customers will pay for. Develop and lead Voice of the Customer programs and insights, managing and scaling our support teams, and working closely with Product Management, Engineering, Sales, IT, Dover Central functions, and management to continuously improve the customer experience Establish KPIs to measure achievement of objectives across the organization, especially in activation, qualified leads, conversion, NPS and end customer satisfaction. Ensure marketing effectiveness, customer engagement, and conversion. Manage monthly review of promotions, product launches, trade shows, catalog, and digital activation with respective commercial and product leaders. Maintain 18 month rolling view, ensure spend aligns to budget, and track spend to results. Partner with Corp Marketing function to ensure consistent marketing across global Brands, and aligned internal and external communications. CRITICAL OBJECTIVES NEXT 2-3 YEARS Develop and execute VSG’s long-term Sales, Channel, and Customer strategy. Consider existing and new product portfolio, regions, channels within core and non-core business. Evaluate core Sales and Marketing organizations to drive sales and streamline responsibility for VSG team, Partners, and National Rep agencies. Make recommendations and implement a new organization, key talent, and investments. Optimize customer and partner focus to drive growth through most valuable and growable customers. Ensure highly professional account-based sales planning/management occurs with all top customers (weekly, monthly, quarterly). Put in place a predictable sales planning and execution tool that supports business planning and SIOP. Ensure clear metrics and tools are utilized to provide stakeholder clarity. OVERALL QUALIFICATIONS – Skills and Experience Master’s degree in applicable field of study Minimum 10 years experience in related roles supporting premium brands Self-motivated work ethic with a strong sense of urgency Demonstrated transformational leadership experience Extensive experience with leading successful sales and marketing teams Confident presentation and public speaking skills Excellent verbal and written communication skills Ability to build positive relationships at all levels of the organization Strong business acumen; strategic and analytic thinker Ability and willingness to travel KEY DOVER COMPETENCIES: Builds and Manages Collaborative Relationships: Establishes and nurtures numerous relationships within VSG and Dover. Takes action to partner with the communities in which we operate and to be an appropriate corporate citizen. Change Leadership: Aligns an organization and its people to drive for improvement and adopt new, challenging directions. Energizes a whole organization to want to change in the same direction. Influences others in a mature and empowering manner. Motivates and Inspires: Creates an environment that stimulates others to follow. Builds teams that fully use individuals’ capabilities, creating results beyond just the sum of the parts. Self-Awareness and Personal Development: Role models a personal leadership style that includes self-awareness; accepts feedback, understands and maximizes strengths while working to overcome weaknesses. Interested in Learning More? 180one has been engaged by VSG to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

Don’t Get Duped – 5 Red Flags of a Professionally Written Resume

By Greg Togni • June 6, 2025

At 180one, we see A LOT of resumes. Some look like they were typed on a Brother Word Processor 30 years ago, some are 6 pages long, 2 pages long, some have different fonts and sizes of fonts throughout, and then there are third party professionally written resumes - easy to spot, hard to comprehend, and make the reader ask the question – if the candidate can’t write their own resume, what else can’t they do that they said they’ve done? In the high-stakes world of job hunting, a well-polished resume is believed to be the gateway to securing an interview. As a result, many job seekers turn to professional resume writers to boost their chances. While this can be helpful, it can also create inconsistencies and red flags that hiring managers and recruiters quickly learn to recognize. If you're on the hiring side or the job seeking side, here are 5 factors to consider when reviewing or submitting a professionally written resume. 1. Overly Polished or “Corporate” Language One of the most obvious signs is language that sounds more like a press release than a personal statement. Phrases like “forward-thinking professional with a proven track record of leveraging synergistic strategies” may impress at first glance—but they often signal a generic, massaged resume. Why it’s a red flag: Recruiters are increasingly wary of “buzzword bingo.” In fact, a 2022 study by Cultivated Culture found that over 50% of resumes included vague jargon or fluff that made it difficult to identify actual achievements. Many professionally written resumes are filled with generic buzzwords like "results-driven," "synergy," and "dynamic leader." While these terms may sound impressive, they often lack substance and fail to convey meaningful information about a candidate's actual skills or achievements. According to a study by Cultivated Culture, 51% of resumes included fluffy buzzwords, clichés, or the incorrect use of pronouns, which can turn off potential recruiters. 2. Mismatch Between Resume and LinkedIn Profile Professionally written resumes often use a distinct tone, layout, and terminology. If a candidate’s LinkedIn profile is far less polished or completely different in format and language, it could indicate the resume was outsourced. Why it’s a red flag: Consistency matters. Hiring managers want to see that a candidate has a clear sense of their professional identity. Discrepancies raise questions about authenticity. 3. Inability to Explain Resume Content in Interviews When a resume is written by someone else, candidates often struggle to elaborate on the content. They might stumble over project details, metrics, or use terminology incorrectly. And sometimes, the candidate just comes right out and say that they had someone else write it for them – which then opens up a bunch of assumptions of the candidate. Why it’s a red flag: You can’t trust a resume at face value if the candidate can’t speak to it with confidence and clarity. It shows that they lack ownership of their work product (or the work product of someone who they hired). 4. Generic or Inflated Achievements Third-party writers often try to make every bullet point sound impressive, even when the underlying work was basic. A line like “Spearheaded initiatives to drive cross-departmental alignment” might describe routine weekly meetings. Why it’s a red flag: Inflation makes it harder to evaluate the real value a candidate brings. It also shows a disconnect between what they actually did and how it's being presented. Plus, does your organization need another blowhard in the conference room who controls the meeting with word salad? 5. Too much information being presented While everyone thinks that AI is controlling the review of every resume and that you need to have every keyword included in your resume to make it to the next step when applying, the truth is that at some point the resume will be reviewed by a human. Professionally written resumes tend to be jam packed with information with visually stunning sections, tables of information, and varying fonts to draw the eye – but it’s just too much for the reader to comprehend what you’ve actually done. Why it’s a red flag: Employers are looking for future leaders who know how to convey their thoughts, ideas, questions succinctly. So if you are unable to accomplish this with your resume – that you’ve had plenty of time to write, edit, modify before distributing – what will happen when you’re on the job presenting in the boardroom? Final Thoughts A professionally written resume isn’t inherently bad, many candidates benefit from outside help, especially if they’re unsure how to present themselves. However, authenticity matters. When hiring managers sense that a resume doesn’t align with the person behind it, they’ll dig deeper and often move on to more transparent candidates. Resumes are personal. They are a summary of all that one has accomplished in their career. This is their professional fingerprint and no one else should have the same fingerprint. So, make sure that the next time you are updating or creating a new resume, make it yours, not someone else’s or trying to be someone you’re not.