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organizations that prize agility and fresh thinking often outperform those clinging to traditional hierarchies and outdated assumptions.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.

President – Agriculture & Turf About the Company With roots dating back to 1938, The Papé Group is the West’s leading supplier of capital equipment solutions. Today, we operate 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 our commitment to long-term relationships, both with customers and employees. As a fourth-generation, family-led business, we believe in the value of a handshake, the importance of service, and the impact of leadership that stays close to the work. About Papé Machinery Ag & Turf (PMAT) Established in 2012, Papé Machinery Ag & Turf brings together several leading John Deere dealerships into one integrated platform serving the agricultural and turf markets. With locations across Oregon, Washington, California, Nevada, Idaho, and Hawaii, PMAT supports farmers, ranchers, and landowners with equipment sales, service, parts, and financing solutions. The business continues to grow in scale and complexity, and we’re committed to strengthening our operational foundation while remaining closely connected to the customers and communities we serve. About the Position Reporting to the CEO of the Papé Group and residing in Eugene Oregon, the President will have full P&L responsibility and will lead 7 Regional General Managers, Vice President of Product Support, Vice President of Sales, and a Vice President of Ag Technology on executing the current growth strategy along with identifying, developing, and executing additional opportunities for growth and operational improvements. An ideal candidate will bring a deep understanding of the agricultural equipment business, whether from a dealership, OEM, or production agriculture background, and a track record of leading large, distributed teams. This is a hands-on leadership role in a company that values integrity, service, and results, and where decisions are made with the long-term in mind. Essential Duties and Responsibilities Strategic Planning & Business Development Develops a strategic plan for the organization with broad organizational input, considering market trends, evaluating risk, and identifying opportunities. Identifies and aligns company resources to execute the strategic plan. Responsible for meeting projected goals, objectives, sales volumes, and profit plans. Provides leadership and vision of the company’s goals and objectives through open communication. Evaluates expansion of product or territory for Papé Machinery Ag & Turf. Develop and assist General Managers in implementing strategies for promoting the sale of equipment, service, parts, and financing. Operations & Financial Management Drive financial performance of the company against the strategic plan Own the annual budgeting process, capital planning, and financial performance targets to meet or exceed ROI expectations. Partner with the corporate finance team for ad-hoc analysis and scenario planning. Manage inventories, sales volumes, expenses and personnel of all Papé Machinery Ag & Turf operations. Manage and assist General Managers as appropriate to maximize profits with expense controls and efficiency to achieve acceptable profit margins. Leverage data and reporting tools to drive decisions and monitor performance. Insures accurate financial reporting to The Papé Group, Inc. Team Management & Development Serves as a strategic coach and advisor to General Managers, fostering leadership effectiveness and accountability in achieving business objectives. Oversee the performance management process for General Managers and Corporate Managers, ensuring consistency in evaluations, compensation reviews, and goal setting. Collaborates with managers and supervisors to implement structured development plans, performance reviews, and training programs that support member growth and operational excellence. Facilitates open communication across all levels of the organization by soliciting feedback and clearly articulating company and departmental goals to ensure alignment, engagement, and cultural continuity. Provides executive-level guidance on all personnel matters, including talent acquisition, terminations, and organizational planning, in accordance with company policies and best practices. Relationship & Communication Maintain and develop relationships with Manufacturers, Customers, and industry peers as a method of staying current with market trends, and to continue Papé’s reputation as an industry leader. Maintain membership in appropriate organizations to promote Company in industry and community. Assist General Managers to establish and maintain good customer relations through ongoing communication and resolving customer complaints and/or disputes in a timely, effective manner when necessary. Partner and collaborate with other Papé Group businesses on company-wide initiatives and sharing best practices. Responds to customer inquiries and concerns in person or by phone, ensuring timely and effective resolution, including outside of standard business hours when necessary. Communicate in a courteous and effective manner with customers and/or co-workers. Maintain good working relationships with all other departments. Compliance, Safety & Environment Monitor through General Managers all safety aspects in performance of work, guaranteeing adherence to environmental laws, safety laws and policies and OSHA laws. Maintain a safe working environment and observe all safety laws, policies, and rules. Candidate Profile The ideal candidate brings a proven track record of executive leadership, strategic decision-making, and operational excellence within complex, growth-oriented organizations. Key qualifications include: A bachelor’s degree from a four-year college or university; advanced experience in lieu of a degree will be considered. 10+ years of progressive leadership experience, with demonstrated success in driving profitability, organizational alignment, and sustained performance. Exceptional communication skills, with the ability to craft and deliver high-impact messaging across stakeholders, from boardrooms to field teams. Strong public speaking and executive presentation capabilities; comfortable influencing at the highest levels. Financial and analytical acumen, including the ability to interpret financial reports and operational metrics to guide strategic decisions. Hands-on understanding of P&L management, operational controls, and scalable growth strategies. Adept at navigating complex data sets, solving abstract challenges, and turning insight into action. Proficient in leveraging technology to enhance efficiency and performance; familiarity with industry platforms and tools is a plus. Demonstrated ability to lead high-performing teams, build culture, and mentor next-generation leaders. Interested in Learning More? 180one has been engaged by Papé Group to manage this search. If interested in learning more about the opportunity, please contact Matt Oltmann / 971.235.6236/ Matt@180one.com .