Philosophy, Data and Structure; A Simple Guide to Executive Compensation


Executive compensation is at the top of your list of considerations when your company is recruiting. Hiring the most talented and aligned person for the job and retaining them—a simply stated goal that is far from simple. Compensation is a major piece of the recruiting puzzle. 

 

You want to position the role competitively vis a vis other companies to make sure you don’t lose your ideal candidate to someone else. To ensure a successful search, you’ll focus on three priorities:

  1. Having a clear compensation philosophy
  2. Evaluating all compensation data
  3. Proactively setting compensation boundaries and planning

 

Compensation Philosophy

Your compensation philosophy will be your north star, keeping you on track to your goal. There are numerous considerations—not everyone’s viewpoint is the same. Different businesses focus on a range of factors when establishing their philosophy. For example, does your organization believe that compensation drives performance or that performance must drive compensation? Does your organization place more value on best in class medical and retirement benefits? Those and many other theoretical positions will inform your compensation philosophy. 

 

There are many considerations as you establish a compensation philosophy. Questions to ponder are whether it’s important to: 

  • Align pay with your business’s annual and long-term performance goals
  • Ensure your compensation program is justifiable and equitable in a competitive market
  • Reward achievement, such as accomplishing specific objectives
  • Consider how you’ll balance base salary with short- and long-term incentives
  • Incorporate DEI values in your compensation scheme
  • Maintain internal equity across similar levels in different functions
  • Be a market leader, in the middle or follower with compensation for employees as compared to the competition

 

Once you come up with a compensation philosophy that will drive your recruitment and hiring, stay true to it.

 

Compensation Data

There are two basic ways to access current data about compensation within your field and in your part of the country. One is based on surveys and the other is real time data.

 

Surveys

Many companies will hire a consultant to conduct a compensation survey, looking at other companies in your industry that are commensurate in size and (if it’s important) operating in your geographic region. But those parameters can be misleading.

 

Consider whether you want to recruit from a different industry, believing that such an expanded search might bring in a skill set that will benefit you. You may be looking at companies that are larger and wealthier than yours, with the idea that the knowledge and experience of such a hire from one of those organizations will get your company to that next level. Most survey companies do not look at their targets through those lenses.

 

Surveys also cannot screen for businesses with a similar compensation philosophy. That information is rarely discoverable in public records for privately held companies, and we know that staying true to a philosophy is fundamental to a successful search.

 

A survey is definitely a piece of the picture, but probably the most notable issue with executive compensation comparison surveys is that there is a discrepancy between the actual market reality and the timing of the information they can gather. In some cases, by the time the survey is complete, the data could be antiquated for a variety of circumstance

 

Most executive compensation packages rely heavily on long-term incentive plans, but surveys mostly access information about base salary and bonuses. It is having a stake in the company that will drive executive wealth and spur the best candidates to join you, but except for publicly traded companies, information about equity is not disclosed. So how do you get accurate intel about what you’ll need to offer your recruits to get them to say yes?

 

Real-Time Data

The best way to get the inside scoop on executive compensation packages—including equity—is to work with someone who is close to the candidates - a search firm. Recruitment firms have a line on accurate, real-time information because they talk to candidates day in and day out, and though there are rules guiding what recruiters can ask, there is no rule about what a candidate can offer. It turns out, they tend to share this kind of information with recruiters.

 

If you want to have as much information as possible about what compensation looks like among the people you hope to recruit, combining survey data with the support of an executive recruitment firm should provide you a more accurate picture of the market.

 

Proactively Setting Compensation Boundaries and Planning

Once you have your compensation philosophy and the data you need to plan a winning compensation structure, be ready to make an offer. That means get pre-approval from your CEO, board, or whoever needs to sign off on compensation. And get it well in advance.

 

If your company uses a grading/leveling system to set compensation for each position, and the grade-range is out of line with what you know you’ll need in your recruitment, either adjust the candidate profile or use data to justify re-grading the position.

 

If your company is not yet able to offer equity, there are other ways to mirror that upside without an equity plan. If your targeted bonus range is lower than the market, perhaps adjusting the salary range can be the solution. to let you compete with bigger companies vying for the same candidate.

 

One of the most frustrating outcomes is to go through the entire recruitment process identifying the ideal candidate for the job—but there’s a gap in their compensation needs and what you have approved. If at this point you attempt to get approval to increase the compensation ranges, you’ll lose time, and all too often, you’ll lose the candidate as well. Once you have the candidate you want, you need to make a competitive offer fast. Good planning, understanding what you might be up against, and proactively addressing the issues before you conduct a search – make extending fast offer possible.

 

Pre-approvals are also important to consider based on the timing of conducting searches. If you are recruiting towards the end of the fiscal year, your best candidates may be a few weeks or months away from a sizeable annual bonus. You can either hire them with a delayed start date, having them sign a contract that begins after their bonus is earned and delivered, or, if time is of the essence, you can buy out the bonus they’ll be giving up with a commensurate sign-on bonus. Once you know who you want, use your compensation budget and flexibility to seal the deal.

 

Executive Compensation Can Move the Needle on Recruiting

The talent you are looking for is out there. Even if they are not knocking at your door, they are reachable—and hirable. 

 

According to a survey conducted by Experteer, 97% of sitting C-suite executives are very open to being head-hunted for relevant vacancies even if they are not actively looking. A discreet approach (the expertise of recruitment firms) often yields terrific candidates, but having something special to offer is going to be key. That includes a tempting position in an exciting, change-making, or up-and-coming company and a competitive executive compensation package to get it across the goal line.

                             

Understanding your compensation philosophy and sticking to it, leveraging real time market data to see the whole picture, and being ready and flexible with proactive planning, will put you and your organization in a better position to hire a quality leader who can take your business to the next level.

The Masters: Where A Tradition Like Any Other is in Fact Innovation

By Greg Togni • April 6, 2026
When the Masters Tournament tees off at Augusta National on Thursday, April 9, much of the world will tune in not just for golf, but for something increasingly rare: consistency. In an era where nearly everything feels in flux, the Masters remains almost stubbornly familiar. And that’s precisely why it continues to grow. For companies navigating change, the Masters offers a compelling lesson. Tradition and innovation are often framed as opposing forces. At Augusta, they coexist, deliberately, carefully, and profitably. Few events guard tradition as fiercely as the Masters. Patrons still buy pimento cheese sandwiches for $1.50 and walk not run when the gates open. Cell phones are prohibited on the grounds. There are no sprawling sponsor tents, no commercial signage lining the fairways, and no blaring music between shots. Even the language is intentional. Attendees aren’t fans, they’re patrons. Employees aren’t staff, they’re members. Winners don’t hoist trophies in front of LED boards; they slip on a green jacket in Butler Cabin. These aren’t gimmicks. They’re signals. What’s often missed is that the Masters is far from static. Behind the scenes, Augusta National has invested heavily in innovation, just not where it would disrupt the experience. The tournament has become a leader in sports broadcasting, offering one of the most advanced digital viewing experiences in the world. Streaming options give fans unprecedented control over featured groups, individual holes, and real-time scoring. The Masters app is consistently ranked among the best in sports, blending tradition-heavy visuals with cutting-edge technology. International distribution has expanded dramatically, growing global viewership without altering the on-site product. Sponsorship revenue has increased through exclusivity and scarcity rather than volume, fewer partners, and deeper relationships. Augusta didn’t innovate by changing what made the Masters special. It innovated by protecting the experience while modernizing access to it. Perhaps the Masters’ most underrated capability is restraint. There are no naming rights. No halftime-style spectacles. No social media gimmicks plastered across Amen Corner. Augusta National has repeatedly said no to revenue opportunities that would dilute the brand, even as demand continues to grow. Many companies struggle not because they fail to innovate, but because they innovate indiscriminately. They abandon what made them successful in pursuit of what feels new. The Masters shows that enduring brands don’t confuse change with progress. For executives, boards, and investors, the takeaway is clear: preserving tradition and driving innovation are not mutually exclusive goals. The strongest organizations do both simultaneously, anchoring themselves in what they believe while adapting how they operate. As the green jackets come out this April, the Masters will once again remind us that progress doesn’t always look loud. Sometimes, it looks like a familiar sandwich, a quiet fairway, and a product that evolves just enough to stay timeless.

New Opportunity: Corporate Counsel

By Effie Zimmerman • March 31, 2026
Corporate Counsel 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. ABOUT THE POSITION Reporting directly to the Chief Legal Officer (CLO), the Corporate Counsel will provide legal support for the company’s commercial operations, with a primary focus on drafting, reviewing, and negotiating customer agreements related to the sale, rental, lease, service, and maintenance of equipment. This role works closely with sales, operations, service, and finance teams to ensure that commercial transactions align with company policies, mitigate legal risk, and support business objectives. The position requires strong contract negotiation skills, practical business judgment, and the ability to operate in a fast-paced environment while managing multiple priorities. Essential Duties and Responsibilities Commercial Contracting Draft, review, and negotiate a wide range of customer-facing commercial agreements including equipment sales, rental and lease, service and maintenance, master service agreements, statements of work, and customer terms and conditions. Provide practical legal guidance on contract structure, risk allocation, and commercial terms. Ensure agreements comply with applicable laws, company policies, and risk tolerance. Business Partnership Collaborate with sales, operations, service, and finance teams to facilitate efficient deal execution. Provide legal support during contract negotiations with customers and commercial partners. Advise internal stakeholders on legal and contractual risks and propose business-oriented solutions. Contract Management & Process Improvement Develop and maintain contract templates and playbooks to streamline negotiations. Identify opportunities to improve contracting processes and reduce cycle time. Assist in the implementation and oversight of contract management systems. Risk Management & Compliance Identify legal and operational risks in commercial agreements and recommend mitigation strategies. Ensure proper documentation of negotiated terms and approvals. Stay current on relevant legal developments affecting commercial transactions and equipment-related industries. Additional Legal Support Assist the CLO with other corporate, compliance, and commercial legal matters as needed. Support dispute-resolution efforts related to customer contracts as needed. Qualifications Juris Doctor (JD) from an accredited law school Active license to practice law in at least one U.S. jurisdiction within the company’s footprint 5+ years of legal experience in commercial contracting, preferably in-house or at a law firm, supporting commercial transactions Experience supporting sales or commercial teams in a business environment Preference for experience drafting, reviewing, and negotiating customer agreements involving sales of goods and equipment, equipment rental and leasing arrangements, service and maintenance agreements Preference for familiarity with UCC Article 2 and commercial equipment transactions Preference for experience implementing or working with contract lifecycle management (CLM) systems Skills & Competencies Strong contract drafting and negotiation skills Ability to balance legal risk with business objectives Excellent written and verbal communication skills Strong attention to detail and organizational skills Ability to manage multiple matters simultaneously in a fast-paced environment Collaborative mindset with strong business partnership capabilities 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 Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: Director, Program Management

By Effie Zimmerman • March 31, 2026
Director, Program Management ABOUT THE COMPANY In 2024, Northwest Pump celebrated its 65th year of service. Since our founding, we’ve grown from humble beginnings into a trusted name in the petroleum and industrial industry. Through the decades, our commitment to quality, integrity and our valued customers has remained the foundation of everything we do. Northwest Pump provides a wide range of distribution and service capabilities to fueling and industrial customers across the Western United States. The Company’s 350 employees serve nearly 6,000 customers across its growing 20 branch locations. Northwest Pump’s people-first culture is highly regarded for providing a broad product portfolio, consultative services, and leading fill rates. In late 2024, NW Pump joined forces with H.I.G. Capital to bring you even better support and customer service. H.I.G. is a global alternative investment firm with $66 billion of capital under management. This acquisition not only validates the company’s strength but also reflects its continued potential for growth under new ownership. ABOUT THE POSITION Reporting to the VP of Supply Chain Management, the Director, Program Management is the central architect for a series of high-impact initiatives aimed at unifying a rapidly growing distribution business. Following multiple acquisitions of service companies, you will drive the business transformation required to harmonize processes, modernize the systems landscape, and achieve operational scalability. This role requires a blend of strategic planning and hands-on execution to manage cross-functional workstreams from inception through stabilization. DUTIES & RESPONSIBILITIES Serve as the primary bridge between Finance, Operations, IT, Sales, Service, and HR to ensure all departments are aligned on transformation goals and interdependent milestones. Define comprehensive project scopes, detailed tasks, and realistic timelines for integrating acquired service entities into the core distributor model. Support IT in the transition of legacy workflows and disparate systems into a unified enterprise platform, ensuring data integrity and minimal business disruption. Proactively identify project risks and bottlenecks. Develop mitigation strategies and drive immediate resolutions to keep programs on track. Maintain a regular communication cadence with executive leadership, providing transparent reporting on program status, KPls, and value realization. Champion a "unified culture" by developing training materials and SOPs that help newly acquired teams adopt standard business processes. QUALIFICATIONS  Bachelor's degree specializing in business administration, Supply Chain, or a related field; or equivalent combination of education and experience. PMP certification preferred. 10+ years of experience in program or project management, ideally within post­merger integration (PMI) or large-scale business transformation environments. Robust understanding of ERP systems and project management/collaboration tools like Microsoft Project, SharePoint, etc. Exceptional ability to lead without authority and negotiate across departmental boundaries to achieve consensus. Effective at communicating, verbally and in writing, with all levels of stakeholders and coworkers Interested in Learning More? 180one has been retained by Northwest Pump to manage this search. If interested in learning more about the opportunity, please contact Nicole Brady at 503-699-0184 or via email at nicole@180one.com .
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