Cascade Coffee Welcomes New Chief Financial Officer

180one is happy to announce a successful collaboration with Cascade Coffee and the placement of Jason Rees as their new Chief Financial Officer.


As one of the largest contract coffee roasting and packaging operations in the US, Cascade Coffee provides a wide range of options for producers of coffee products, including whole bean coffee, ground coffee, flavored coffees, and specialty blends. Cascade Coffee provides contract manufacturing to many of the leading coffee brands in the world, including diverse packaging solutions, supply chain, and design services. Cascade Coffee has also been the roaster of choice stocking shelves with quality coffee under some of the nation's most popular private-label and grocery brands.


Congratulations to Jason Rees and Cascade Coffee!

By Effie Zimmerman May 27, 2026
Chief Financial Officer (CFO) ABOUT THE COMPANY Superior Duct Fabrication is a market-leading fabricator of highly technical commercial ducting and specialty HVAC products, serving mission-critical end markets such as data centers, semiconductor manufacturing, healthcare, higher education, and industrial facilities. Founded in 2002 and headquartered in Pomona, CA, Superior operates out of five strategic manufacturing sites across the Western U.S. and Ohio, with a deeply experienced union workforce, vertically integrated operations, and a reputation for quality, speed, and reliability. In 2025, Seattle-based private equity firm Pike Street Capital made a platform investment in Superior to accelerate growth through geographic expansion, product innovation, and targeted acquisitions. With a strong leadership team, trusted customer relationships, and increasing demand for sophisticated air handling solutions, Superior is positioned for rapid, scalable growth. POSITION SUMMARY Superior Duct Fabrication is seeking an experienced and results-driven Chief Financial Officer (CFO) to lead the financial strategy and execution of its private equity-backed, high-growth business. The CFO will play a critical role in enabling both organic and acquisitive growth, optimizing operations, and driving value creation in partnership with the CEO, President and private equity sponsor. This is a hands-on executive leadership role ideal for a proven financial leader with deep manufacturing expertise and a track record of operating in dynamic, performance-driven environments. Essential Duties and Responsibilities Executive & Strategic Leadership Serve as a strategic partner to the CEO and executive team, actively contributing to policy, direction, and long-term planning. Help define and execute the company’s growth strategy in alignment with operational, financial, and market objectives. Drive a high-performance culture through accountability, transparency, and collaboration. Lead by example, setting the tone and culture across the organization. Operate as a player/coach—comfortable building models, developing presentations, and engaging directly in critical business issues. Attract, develop, and retain top-tier financial and operational talent. Lead major business initiatives and projects (e.g., productivity improvement, pricing strategies) with measurable results. Shoulder broad business leadership responsibility, beyond traditional finance functions. Financial Planning & Analysis (FP&A) Own the development and ongoing refinement of annual budgets, monthly forecasts, and long-term financial planning. Track and maintain key performance indicators (KPIs) to measure performance against strategic goals. Conduct hands-on analysis of financial performance, with actionable insights to achieve growth and EBITDA targets. Lead investment analysis and decision support—including customer pricing models and full business case development. Demonstrated expertise in labor cost management and margin improvement strategies. Bring experience across multiple ERP platforms; ERP selection and implementation experience is highly preferred. Accounting & Financial Operations Oversee all accounting and finance functions, ensuring accuracy, integrity, and timeliness of financial information. Prepare and deliver comprehensive financial reporting packages, including monthly P&L, balance sheet, cash flow, and covenant compliance. Ensure all financial statements are prepared in accordance with GAAP and meet internal and external stakeholder requirements. Lead all month-end close activities, including general ledger, balance sheet reconciliations, and overhead allocation. Enhance and scale accounting processes, systems, and internal controls to support company growth. Coordinate the annual audit process, ensuring unqualified audit results. Lead the preparation and management of company-wide budgets, including revenue and capital expenditure planning. Treasury & Working Capital Management Lead cash flow forecasting, management, and decision-making around weekly cash disbursements. Improve the full cash cycle—credit policy, collections, inventory, and payables management. Manage lender relationships and covenant compliance. Use forward-looking cash flow analysis to guide capital structure decisions and working capital strategy. M&A & Private Equity Engagement Collaborate with the leadership team and private equity sponsors on M&A add-on strategies and roll-up execution. Experience or understanding of value creation planning, reporting, and board-level communication. QUALIFICATIONS Bachelor’s degree in Finance, Accounting, Business Administration, or a related discipline; CPA and MBA strongly preferred. Extensive experience in senior financial leadership roles, ideally within a private equity-backed or high-growth manufacturing environment. Deep understanding of financial and operational disciplines, including P&L ownership, balance sheet management, cash flow optimization, and capital allocation. Demonstrated experience in corporate governance, risk management, and regulatory compliance. Proven ability to lead complex negotiations related to financing, vendor agreements, M&A, and commercial terms. Expertise in budgeting, forecasting, financial modeling, and working capital management; prior public accounting experience is a plus. Strong business acumen with the ability to quickly assess new challenges and make sound, data-driven decisions in a dynamic environment. Natural leadership presence with the ability to build trust and credibility across all levels of an organization and with external stakeholders. Resilient under pressure with a disciplined approach to prioritization, execution, and delegation. Exceptional communication skills—both written and verbal—with the ability to clearly articulate financial concepts to non-financial stakeholders. Committed to service excellence, with strong interpersonal skills and a collaborative leadership style. High attention to detail and precision, balanced with the ability to think strategically and see the broader business context. Interested in Learning More? 180one has been retained by Superior Duct Fabrication to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com .
By Effie Zimmerman May 21, 2026
Chief Financial Officer ABOUT THE COMPANY  Milwaukee Electronics (MEC) was founded in 1954, offering services in circuit board design and PCBA assembly to the mining industry in the Wisconsin, USA, region. Michael Stoehr purchased the company in 1985 with the mission of creating a business that would put customers first and be a fulfilling place to work for the employees serving those customers. MEC has since grown into an international organization with locations in Wisconsin, Oregon, Mexico, India, and Singapore, serving a multitude of industries and customers from Fortune 50 companies to small, privately held organizations. Jered Stoehr is the second generation to take the Chief Executive helm, carrying on his father’s customers-first legacy and ensuring that MEC maintains the entrepreneurial spirit that has allowed the company to continually expand its range of services, maintain decades-long customer relationships, and provide careers for many dedicated employees. Our services include: End-to-end electronics manufacturing services, including PCBA, box build, and test Program management, including supply chain and logistics management Quick-turn prototype and on-demand manufacturing Our Mission is Acceleration. For customers, we bring innovations to life from prototype to production. We turn their vision into reality and accelerate what’s possible through partnership, a commitment to quality, and flexible processes. For employees, we create opportunities to grow and change. Through continuous learning programs, internal promotions, and a culture of personal care, we accelerate the cycle of abundance for our people and our communities. Our 70+ years in electronics innovation is powered by our incredible people, from the factory floor to the corporate office, who bring this mission to life each day. POSITION SUMMARY The Chief Financial Officer (CFO) reports directly to the CEO and is a key member of the executive leadership team, responsible for all aspects of financial management, strategy, and performance. The CFO partners closely with operations, supply chain, and commercial leaders to align financial goals with manufacturing objectives while ensuring compliance, efficiency, and sustainable growth. This role requires an experienced finance leader with strong knowledge of manufacturing operations, cost accounting, and global business practices. The CFO will provide strategic financial guidance, manage risk, and ensure the company has the resources and insights to achieve its objectives. Essential Duties and Responsibilities Strategic Leadership Serve as a strategic partner to the CEO, President, executive team, and board of directors, providing insights on growth, profitability, and sustainability. Develop and execute financial strategies that support long-term business objectives. Provide recommendations on operational efficiency, capital allocation, and expansion opportunities. Maintain a strong relationship with financing partners. Development of financial plans and forecasts, capital expenditure plans, budgets, cashflow forecasts and covenant forecasts. Financial Management & Reporting Oversee domestic and international financial operations, including accounting, reporting, tax, and treasury functions. Ensure accuracy, timeliness, and compliance of financial reporting under U.S. GAAP and local statutory requirements in Mexico, India, Singapore, and other jurisdictions. Lead preparation and presentation of financial results, KPIs, and dashboards for executive leadership and stakeholders. Work with the outside CPAs for successful financial audit and tax reporting. Operations & Cost Management Partner with manufacturing leaders to monitor operational performance and key cost drivers. Oversee cost accounting, inventory valuation, and margin analysis to support informed decision-making. Drive initiatives that enhance efficiency, reduce costs, and improve profitability across global operations. Lead the relationships with the benefit providers, 401k, self-insured health and dental, disability and life. Maintain a competitive benefit package that is cost-effective. Contracts, Risk & Compliance Manage and negotiate the business insurance package. Negotiate, review, and manage NDA’s and contracts with customers, vendors, and service providers. Ensure compliance with federal, state, and international financial and tax regulations. Strengthen internal controls and risk management practices across the organization. Team Leadership & Development Lead and mentor the finance team, including a Director of Finance, Corporate Controller, and the corresponding accounting teams. Foster a culture of accountability, collaboration, and continuous improvement. Develop team capabilities to support evolving business needs. Global Responsibilities Oversee domestic and international financial operations, ensuring compliance with U.S. GAAP and local statutory requirements in Mexico, India, Singapore, and other jurisdictions. Manage global tax strategy, including transfer pricing, cross-border compliance, and coordination with external auditors and advisors. Drive consistency in financial practices, systems, and reporting across all locations while respecting local requirements. Collaborate effectively across diverse geographies, time zones, and cultures to ensure alignment and accountability. KEY PARTNERSHIPS The CFO will collaborate across the organization to bridge finance with operations, including: Operations & Manufacturing – Partner with Plant General Managers, Supply Chain, Logistics, and Quality teams to manage production performance, cost drivers, and efficiency improvements. Engineering & Product Development – Collaborate with R&D and Process Engineering on new product investments, process improvements, and automation initiatives. Commercial Functions – Support Sales, Business Development, and Program Management with pricing strategy, contract terms, revenue forecasting, and customer profitability. Corporate Services – Align with HR on labor costs and workforce planning, IT/ERP on systems and reporting integration, and Legal on contracts, risk, and compliance. Executive Leadership & Board – Partner with the CEO and board of directors to provide insights on financial performance, growth opportunities, and long-term strategy. QUALIFICATIONS Bachelor’s degree in Accounting, Finance, or related field required; CPA with 5+ years of professional experience required. MBA or CMA strongly preferred. 15+ years of progressive finance experience, including 5+ years in a senior leadership role. Proven expertise in manufacturing finance, including cost accounting, margin analysis, and operations support. Demonstrated success in contract negotiation, risk management, and global financial operations, including multi-site, international entities. Experience in mid-sized companies ($100M–$250M revenue) and familiarity with scaling finance across multi-site global operations preferred. Strong executive communication skills with the ability to influence across functions, geographies, and cultures. Hands-on, detail-oriented leader with a strategic mindset, adaptability, and integrity in a fast-paced environment. Key Competencies Strategic, financial, and analytical thinker with proven ability to align financial strategy to business goals Deep understanding of manufacturing operations, cost structures, and operational performance drivers. Strong business acumen with demonstrated negotiation and partnership skills. High integrity and commitment to ethical practices Collaborative leadership style with a focus on developing people and building high-performing teams. Advanced data analysis skills and systems expertise, including ERP and CRM platforms, business intelligence tools, and Excel, with the ability to translate data into actionable insights. Interested in Learning More? 180one has been retained by Milwaukee Electronics to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com .
By Greg Togni May 7, 2026
Hiring executives from large, high-performing organizations is one of the most common and most misunderstood moves smaller companies make. The logic is simple: if someone has seen “good” at scale, they should be able to bring it with them. In practice, that translation is far less reliable than most boards and CEOs expect. External executive hires, especially those coming from larger or more prestigious companies, fail at high rates. Numbers vary by study, but many put it around the 40–50% range within the first 18 months, with many more underperforming relative to expectations. The issue usually isn’t raw capability. It’s a mismatch between what made someone effective in their last environment and what this environment actually requires. The appeal of “importing excellence” Boards and CEOs often look externally when they want a step-change. A well-known resume signals ambition and can feel like a shortcut to stronger execution. The hope is that leaders from big companies bring: Repeatable operating patterns Experience with scale and complexity High standards and disciplined cadence That logic can be right in moments like rapid growth or expansion, but it breaks when we assume success is automatically portable across contexts. The portability problem Executive transitions fail most often because of context. What “good” looks like is shaped by culture, incentives, decision norms, and informal power, things that are hard to see from the outside. Big-company leaders can bring frameworks and processes, but they can’t import the conditions that made those tools work, mature systems, brand leverage, deep benches, and established trust. When the environment changes, the old playbook can fail. Why external hires fail When an external executive hire goes sideways, the causes are usually predictable: Cultural mismatch: misreading decision-making, conflict, and what’s truly rewarded. Weak relationship ramp: focusing on strategy before building alignment and trust. Over-reliance on prior supports: assuming budgets, systems, brand, and staffing that aren’t there. Misaligned expectations: different assumptions about mandate, pace, resources, and autonomy. Organizational resistance: skepticism of outsiders magnifies early mistakes. A flawed premise (on its own) In reality, what counts as “good” is highly situational. It’s shaped by a company’s stage, structure, market position, and culture. An executive who thrived in a large, stable organization may struggle in a fast-moving, ambiguous environment - not because they lack skill, but because the definition of success has changed. This doesn’t mean hiring from large organizations is a bad strategy. It means the strategy is often applied too simplistically. When it works (how to hire successfully) External hires tend to succeed when there’s a genuine match between past experience and current needs, not just in industry or function, but in context. Leaders who have navigated similar stages of growth or similar organizational constraints are far more likely to adapt effectively. Smaller and earlier-stage companies require different “muscles”: operating with constraint, making decisions with incomplete data, and building systems from scratch. Hiring from large organizations can be a great strategy if you also screen for those portability skills. Success also depends heavily on onboarding and integration. Companies that treat executive transitions as a structured process, focused on relationships, context-building, and expectation alignment, see much better outcomes. Perhaps most importantly, both sides need to approach the transition with humility. Executives must be willing to question their assumptions and adapt their playbooks. Organizations must recognize that even highly capable leaders need time and support to understand how things actually work. The takeaway Hiring executives from large organizations isn’t misguided. But the belief that success can simply be transplanted is. Leadership effectiveness is not just about what someone knows; it’s about how well they can interpret and respond to a specific environment. Without that alignment, even the most impressive resumes can lead to disappointing results. The real challenge isn’t finding leaders who have seen excellence. It’s finding those who can recreate it under entirely different conditions.
More Posts