Conducting an Effective Confidential Search in the COVID Economy

Conducting an Effective Confidential Search in the Post-COVID Economy

As 2022 wrapped up, we noticed a growing trend. More clients have been reaching out to us about conducting confidential searches. What may be fueling this rise?

The current spike in confidential searches that we are experiencing are focused on operations or manufacturing leadership. We have some ideas about why that is, as well as tips for how to navigate such a search, which has distinct differences from an open search. It does not have to be as daunting as many fear it will be.

Confidential Searches – Why Now?

The pandemic that slammed into our country and economy (and not just ours) in early 2020 created circumstances in just about all aspects of society that shifted how people live, how we think about education, healthcare, travel, and employment, and, not insignificantly, how companies do business.

Think about it. Companies strained by lockdowns and supply chain slowdowns had to rely on their often pared-down workforce more than ever, and those in leadership positions had to come up with innovative ways to pivot or ramp up production despite skeletal crews. Employees everywhere sacrificed for their companies in a time of need. People are drained. The leaders in charge of keeping up with customer demands in this climate are especially exhausted, and their job burnout is spiking.

In an article about pandemic burnout, Forbes Magazine refers to a Gallup poll that noted that employee engagement rose steeply during the pandemic as people sensed an urgent increase in the vital purpose of their work, and yet employee well-being declined. Normally, those two metrics go hand in hand—engagement is up at the same time that well-being is. The pandemic broke the metrics mold.

Leaders in the operations and manufacturing realm are pulling back from the brink, trying to do their jobs without overextending to their health’s detriment. What looks like “quiet quitting” may be more like “let’s get back to some semblance of normal.” But organizations who have become accustomed to the overachieving Operations Leaders and their ability to do more with less, see what they think is a performance slip, so they start a confidential search to find someone who can help them achieve the new normal.

Another reason for an increase in confidential searches may well relate to the fact that in the depths of the pandemic, many companies found themselves doing emergency searches for upper-level operations leaders to help them navigate the diverse challenges of the COVID-slammed economy. They did not have the time to do the kind of deep dive they normally would, so they hired fast and furiously, only to find that now they have someone who is not really suited for the position. Time for a confidential search.

If either of these scenarios sounds familiar, or if you find you are wanting to do a confidential search for another reason, being aware of best practices can help you through any possible mine field.

The Drawbacks of Conducting a Confidential Search

The drawbacks of a confidential search are its impact on the timeliness or quality of the search. For one thing, fewer qualified candidates step forward when the name of the company is undisclosed.

A Job Is What You Do, an Organization Is Why You Do It

The best candidates are selective, and they want to thoroughly research an organization to ensure they are investing their time wisely. Candidates are typically drawn to an organization before they are drawn to a specific job. When they are unable to disclose the company, hiring managers find that some great candidates are reluctant to advance their candidacy.

Another drawback surfaces when the incumbent has performance issues and the organization plans to terminate them once a successor is identified. Prospective candidates could easily interpret this as a sign that the hiring organization has an inability to manage and/or communicate with their employees, thus questioning why they would ever put themselves in that position.

Modifications of the Search Process

Despite the drawbacks, there are some modifications that can be incorporated to help offset the negative impacts of a confidential search.

Understanding the Role

The front end of the recruitment is the same as in a standard search. It involves gaining an understanding of the need for the role, figuring out how to define success, and the creation of any candidate assessment or evaluation templates. 180one tailors these tools for each search, confidential or otherwise.

Sourcing

The methods an organization uses to identify candidates, is the phase of a search, that are most affected when the search is confidential. One strategy involves modifying the sequence of your discussions with prospective candidates.

If the organization’s need for a confidential search will expire on a certain date, 180one has found it effective to continue reaching out to candidates in a timely manner, but then to schedule follow-up calls with prospective candidates for when we can disclose. This approach uses the silent period to at least gauge interest, while not wasting time with detailed conversations until more meaningful information can be shared.
If the organization’s reason for a confidential search is based on a low performing incumbent, some work-arounds include using an NDA with prospective candidates, or only disclosing information to a small group of qualified and interested candidates you believe you can trust.
Doing outreach to candidates outside the company’s geographical area can help minimize the chance that the internal team or incumbent will find out through their channels that there is a search being conducted.

Job Descriptions

This one is a bit more obvious, but if an organization will distribute a job description via their network or interested parties, the position description must be scrubbed from any identifiers that could disclose the hiring organization. Pro-tip: Do not use past position descriptions as they tend to have a similar format or rely on common vernacular or acronyms that could ultimately leave your organization’s fingerprint. These candidates are smart, and it doesn’t take much to put the pieces together!

Research/Targeting

It is nearly impossible for an internal recruiter to conduct a confidential search without immediately giving away the company’s identity, thus it is important to use a third party recruiting firm. A recruiting firm’s arms-length relationship with the hiring organization tends to create enough of a buffer to protect the anonymity of the client. The recruiters simply need to eliminate certain talking points that would reveal too much information about the hiring organization.

Conducting an Effective and Efficient Confidential Search

Your goal in running a confidential search is to protect your organization’s anonymity while identifying the right candidates and maintaining your ongoing initiatives. In a timely manner, of course.

Even though candidate pools are typically smaller in a confidential search, especially in a tight labor market, finding a great candidate is possible. Establishing a solid search from the beginning, with a thoughtful strategy that mitigates pitfalls, will help your company succeed.

There is no reason that a confidential search needs to be any less effective than a traditional search. Leveraging the expertise of those who are experienced in conducting confidential searches could be the most valuable first step of the process.

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New Opportunity: Chief Financial Officer

By Effie Zimmerman • October 13, 2026

Chief Financial Officer ABOUT THE COMPANY Kenworth Sales Company is a multi-generation, family-owned commercial truck dealership founded in 1945 and headquartered in West Valley City, Utah. With more than 1,400 employees across 38 locations, the company provides comprehensive truck sales, parts, service, leasing, rental, and financing solutions throughout the Intermountain West and Mid-Atlantic regions. Recognized as Kenworth Dealer of the Year in both 2020 and 2025, Kenworth Sales Company has built its reputation on quality products, superior service, and a long-standing commitment to its customers and communities. ABOUT THE POSITION Reporting directly to the President, the Chief Financial Officer provides strategic leadership and oversight across accounting, financial reporting, compliance, information technology, security and risk management, finance, and treasury. As a key member of the senior leadership team, the CFO plays an integral role in shaping the Company’s business strategy, financial direction, capital planning, and overall operations. Essential Duties and Responsibilities SENIOR MANAGEMENT Actively participate as a member of senior management to execute the company’s business strategy. Establish and maintain effective working relationships with the dealer principal, board of directors, family business council, president, COO’s, and senior management. Ensure compliance with the company’s vision, mission, and values. Coordinate the preparation of annual business plans for all departments, including forecasts for future business growth, general economic, industry, and financial conditions. Analyze financial operations and identify areas of improvement. Develop innovative and effective financing strategies to support Company operations and growth. Evaluate growth opportunities including valuation analysis, due diligence, financing, risk assessment, purchase agreement support, and post-acquisition integration planning. Develop and foster productive relationships with outside tax, legal, accounting, banking, insurance, and investment advisors as appropriate to support succession planning for ownership and management. FINANCIAL REPORTING Supervise the company’s accounting and financial reporting systems. Ensure financial statements fully and accurately represent the financial position of Company operations and comply with GAAP standards. Design, maintain, and enforce appropriate internal controls, approval authorities, segregation of duties, financial policies, and fraud prevention processes to safeguard Company assets and ensure the integrity of financial reporting and business practices. Ensure reporting compliance with government authorities and regulators, franchisors, and funding institutions. Engage and coordinate all audit functions as directed by the board of directors. Coordinate and supervise internal audits for compliance with Corporate financial standards and related Company policies and procedures. Develop and maintain financial dashboards, key performance indicators, variance analyses, and management reporting tools that provide Management timely insight into financial performance, profitability, liquidity, departmental results, and emerging business trends. RISK MANAGEMENT Supervise the company's risk oversight, including the identification, management, and remediation of physical, virtual, reputational, financial, strategic, and operational risks inherent in all Company operations. Engage and effectively manage physical damage, liability, and business operations insurance coverage, loss prevention, cybersecurity, etc. CASH MANAGEMENT Supervise the company's cash flow. Develop and review pro forma financial and cash flow forecasts to ensure adequate money supply for Company operations. Oversee customer account services, including the receivables process. Develop and maintain strong banking and lender relationships including credit facilities, borrowing capacity, debt obligations, lender reporting, covenant compliance, and other treasury activities. Administer the company's financial obligations, ensuring compliance with contract terms including accounts payable and payment schedules. INFORMATION TECHNOLOGY Supervise the company’s information technology (IT) program, including cybersecurity oversight, systems reliability, data protection, software and vendor management, disaster recovery planning, business continuity support, and technology initiatives. QUALIFICATIONS Bachelor’s degree in accounting, finance, business, or related field required; MBA and/or CPA preferred. Minimum of 10 years of progressively responsible experience in senior financial, accounting, or audit roles, with experience operating at a leadership level. Strong knowledge of GAAP, financial reporting, corporate compliance, financial analysis, acquisitions, and negotiations. Experience with business operations, information technology, and/or the heavy-truck or commercial vehicle industry preferred. Demonstrated ability to lead, develop, and retain high-performing teams while improving organizational effectiveness. Excellent communication, interpersonal, organizational, time-management, and decision-making skills. Ability to analyze complex business issues, develop sound financial and business-case recommendations, and communicate them effectively to senior leadership. Ability to work independently, manage multiple priorities, and operate effectively in a fast-paced, changing business environment. Willingness and ability to travel as needed for business purposes. Interested in Learning More? 180one has been retained by Kenworth Sales Company to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan / 971.256.3076/ lisa@180one.com .

New Opportunity: General Manager- Leasing

By Effie Zimmerman • September 16, 2026

General Manager- Leasing 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. Papé Kenworth is one of the largest Kenworth truck dealers in the Western United States, providing sales, leasing, rental, parts, and service for medium and heavy-duty trucks. Founded in 2007 as part of Papé Group, the division supports commercial fleets and owner-operators with a commitment to maximizing uptime through exceptional customer service, expert technicians, and a network of locations across the West. ABOUT THE POSITION Reporting to the President of the Papé Kenworth business, the General Manager (GM) of Leasing will be responsible for all Papé PacLease company operations and performance. General areas of responsibility will include business planning, profitable business growth, asset management and profitability, vehicle maintenance standards, and the profitable sale of vehicles at the end of the leasing term. Additionally, this position will oversee the short term rental fleet and lease return sales, contract maintenance, rental performance, and financial and personnel management for this division. This role demands a strategic mindset, operational oversight, and a strong leadership presence to guide branch teams in delivering outstanding service, sales, and profitability. Essential Duties and Responsibilities Develop and execute the overall strategic plan for the leasing division, including revenue, profitability, fleet growth, operational standards, utilization, customer service, and retention. Establish annual and long-term business plans, budgets, forecasts, and performance goals. Drive revenue growth while maintaining disciplined control of expenses and operating costs. Manage fleet acquisition costs, depreciation, residual values, financing costs, maintenance expenses, insurance, and other major components of leasing profitability. Oversee the acquisition, deployment, utilization, maintenance, and disposition of fleet vehicles. Develop and manage processes and procedures for management and tracking of assets, including accurate visibility into lifecycle costs and total costs of ownership. Lead and develop the sales team and strategies for sales and customer acquisition. Establish a disciplined sales process, pipeline process, and forecasting. Ensure compliance with all applicable federal, state, and local regulations. Recruit, develop, motivate, and retain a high-performing leasing organization. Collaborate with dealership leadership to create a unified culture and operating strategy for the Leasing business. CANDIDATE PROFILE The ideal candidate brings a proven track record of successful management experience in commercial truck leasing or dealership environments. Key strengths include: Proven track record of successful management experience within the dealership or leasing environment. Demonstrated experience in developing teams, setting performance goals, and achieving sales targets. Experience developing and executing sales strategies that consistently exceed revenue and profitability targets. Experience leading and developing standard operating procedures for lease operations, asset maintenance and utilization, customer qualification, lease structuring and pricing, long-term leasing contracts, and customer communication. Preferred Bachelor’s degree is preferred, or equivalent combination of education and progressively responsible industry experience. 10+ years of progressive leadership experience in truck dealership or leasing sales and operations. Minimum of 5 years in leadership roles. 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 Tom Haley/ 503.334.1350/ tom@180one.com .

New Opportunity: Chief Operations Officer

By Effie Zimmerman • August 13, 2026

Chief Operations Officer ABOUT THE COMPANY STUDSON is a fast-growing safety technology company based in Sherwood, Oregon, redefining industrial head protection. Founded in 2019, the company designs premium Type II safety helmets that incorporate advanced impact protection technology commonly found in sports helmets, helping construction and industrial workers get home safely every day. Driven by innovation and a strong mission, STUDSON is challenging a century of conventional hard hat design and is quickly becoming a recognized leader in the industrial safety market. ABOUT THE ROLE STUDSON is transforming industrial head protection through innovative technology, premium product design, and an uncompromising commitment to worker safety. Having established a strong market position and a solid operational foundation, the company is entering its next phase of growth. To support that growth, STUDSON is seeking a Chief Operating Officer to build the organizational operating system that will enable the business to scale while preserving the speed, innovation, and entrepreneurial culture that define the company today. Reporting directly to the Founder & CEO, the COO will be responsible for translating strategy into disciplined execution across the organization. While overseeing the company's operational functions—including supply chain, sourcing, planning, customer success, and quality —the primary mandate is broader: to create alignment, accountability, and repeatable processes that allow the organization to execute consistently as it grows. This executive will partner closely with every functional leader to improve cross-functional collaboration, strengthen decision-making, and establish operational processes that allow the business to move faster with greater clarity. Success will not be measured by maintaining operations, but by building an organization capable of scaling efficiently while delivering exceptional customer and financial outcomes. The ideal candidate is an experienced operator who has helped high-growth companies evolve from entrepreneurial organizations into disciplined, process-driven businesses without sacrificing agility or innovation. Essential Duties and Responsibilities Organizational Leadership & Operating Excellence Partner with the CEO to translate strategic priorities into company-wide execution plans. Design and implement a scalable business operating system that establishes standard work, management routines, visual performance management, and continuous improvement practices across the organization. Champion a culture of continuous improvement, equipping leaders with practical problem-solving methodologies that eliminate waste, improve execution, and increase organizational agility. Lead cross-functional process improvement initiatives that simplify workflows, reduce complexity, and improve quality, speed, and customer outcomes. Build management processes that improve alignment, accountability, communication, and execution across all functions. Develop an organization capable of scaling efficiently without creating unnecessary bureaucracy. Process Improvement & Business Scalability Lead the continuous evolution of business processes across the organization, leveraging existing technology platforms to improve execution rather than adding complexity. Standardize workflows where appropriate while preserving flexibility and entrepreneurial speed. Identify operational bottlenecks and implement practical solutions that improve throughput, responsiveness, and organizational effectiveness. Foster a culture of continuous improvement, disciplined execution, and data-informed decision-making. Supply Chain & Operational Performance Lead the end-to-end supply chain, including procurement, manufacturing partners, inventory planning, logistics, fulfillment, and customer success. Ensure operational capabilities support both current growth and future product expansion. Strengthen forecasting, inventory management, and S&OP disciplines to improve service levels while optimizing working capital. Build resilient supplier relationships and continuously improve quality, delivery, and cost performance. Cross-Functional Execution Partner with Product Development to ensure successful commercialization of new products. Collaborate with Sales and Marketing to improve demand planning, product availability, and customer responsiveness. Work closely with Finance to improve forecasting accuracy, margin performance, and operational planning. Support Human Resources in developing organizational capability, leadership effectiveness, and performance management. Business Performance Develop meaningful KPI’s and operational scorecards that provide visibility into company performance. Improve operational efficiency, gross margin, inventory productivity, customer satisfaction, and organizational responsiveness. Balance growth, profitability, and operational risk while maintaining STUDSON's commitment to quality and customer experience. People & Culture Build and develop a high-performing operational team grounded in accountability, collaboration, and continuous improvement. Create clarity around expectations, priorities, and decision rights throughout the organization. Help preserve STUDSON's entrepreneurial culture while introducing the operational discipline required for continued growth. IDEAL CANDIDATE Fifteen or more years of progressive leadership experience in operations, supply chain, or general management within a high-growth manufacturing organization. Demonstrated experience implementing or leading a business operating system such as Lean, the Toyota Production System, or a comparable continuous improvement framework that improved organizational performance and scalability. Strong understanding of operational excellence principles, including process mapping, root cause analysis, visual management, standard work, and KPI-driven performance management. Proven ability to build continuous improvement capabilities within leadership teams by coaching managers to solve problems systematically and sustain operational gains. Experience leading cross-functional business transformation rather than simply managing functional operations. Strong understanding of supply chain, sourcing, manufacturing, inventory planning, and customer operations. Proven ability to leverage an ERP and business systems to improve execution, reporting, and decision-making. Strong financial acumen with experience improving margins, working capital, and operational performance. Exceptional leadership presence with the ability to influence across functions and levels. Comfortable operating in an entrepreneurial, founder-led environment where adaptability, humility, and hands-on leadership are essential. Interested in Learning More? 180one has been retained by STUDSON to manage this search. If interested in learning more about the opportunity, please contact Tom Haley / 503.334.1350/ tom@180one.com .