Hiring Nonprofit Executives: How an Executive Recruiting Firm Ensures a Successful Search

Building a successful nonprofit requires strong leadership to run the organization. Finding mission-driven leaders with the right mix of skills and experience is no small task, and running a search can be time-consuming. This is especially true for volunteer Board members who must spend time coordinating the process while also working their “day jobs.”

To assist with the process, most nonprofit organizations engage executive search firms when beginning a search for their next executive.

If you’re a board member of a nonprofit, here’s what you should consider when thinking about working with an executive search firm to find your next nonprofit leader.

Forming a Search Committee

Forming a well-rounded Search Committee is a best practice that an executive search firm can assist with. A Search Committee ensures all stakeholders are represented when determining job scope, evaluating candidates, and selecting finalists, increasing the likelihood of a successful executive search.

When building the Search Committee, your organization should consider including a diverse representation of board members, staff, donors and others with close ties to the organization. Involving a variety of stakeholders assures those not part of the search process that their voices are being heard and their interests are accurately represented by the Search Committee.

Selecting a leader or Search Chair is another critical component of forming the Search Committee. The Search Chair typically serves on the Board and is patient, an influencer and a strong communicator who is able to command the respect of the rest of the Board (and vice versa).

The Search Chair must also have time to dedicate to the search and often works closely with the executive recruiting firm.

Aligning the Candidate Profile

Deciding on the overall profile of an ideal candidate can be one of the most challenging steps in conducting a nonprofit executive search. Search Committee members often provide varying, and sometimes contrasting, input about how a candidate will be successful.

An executive search firm is an independent voice of reason and should be skilled in facilitating a productive discussion among the Search Committee members.

As an objective third-party, the firm helps your organization identify the skills, experience and culture fit needed without having any bias.

180one has found that distributing a Candidate Profile document that captures the Search Committee’s discussion and summarizes the traits and skills needed for success is the most effective way to align the Committee members and move toward a common goal. The Search Committee reviews this document, provides edits and agrees upon it before the search continues.

Although there may be many varied opinions, we often recognize common themes.The Candidate Profile approach forms a consensus among the Search Committee members and avoids any misunderstanding or confusion later in the search.

Identifying Candidates

The value of working with an executive search firm is most clear when the time comes to source candidates for the position. Unfortunately, not all executive search firms provide the same level of value.

When evaluating a recruiting firm, make sure you understand the techniques the firm uses to identify and recruit candidates. And their approach should be carefully vetted. Some firms, for example, rely too heavily on the traditional job posting approach, which provides access to only those candidates currently in a job search. This approach represents a very small percentage of the viable talent pool.

A firm that is more active and current in its sourcing process can provide much more value. Look for firms that target specific organizations and professionals within those organizations, generating a more tailored pool of candidates who meet the skills outlined in the Candidate Profile.

For example, during a recent nonprofit executive search conducted by 180one, we targeted other nonprofit organizations similar in complexity to our client’s organization as well as those with a similar structure in the for-profit sector.

Our approach yielded a much larger qualified candidate list than if we had only targeted local nonprofits, resulting in the selection of a candidate who came from a for-profit organization with a reputation for being mission-focused.

Coordinating the Interview Process

The Interview Phase is one of the most important stages in a nonprofit executive search, both for your organization and for the candidates.

An executive search firm should provide guidance to the Search Committee with regards to the size of the interview team and the appropriate format for the interview process. Search Committees are often large, so 180one recommends that a Search Committee select no more than 3 members to conduct initial interviews, which keeps the interview team consistent and continues the search’s progress.

The proper interview format depends on a number of factors, and an executive search firm can help you determine whether to conduct formal, panel or one-on-one interviews, as well as provide recommendations on interview questions.

Interviews are as much for the candidate as they are for your organization, so it’s important to facilitate the best experience for everyone involved.

Selecting the Final Candidate

Executive recruiters provide additional expertise when it comes to selecting finalists, negotiating offers and onboarding at the conclusion of a nonprofit executive search.

During the Selection Process, the Search Committee reviews the top candidates, votes on recommendations for the finalist and submits that recommendation to the Board. An executive search firm manages this process by helping to develop a voting system and troubleshooting any potential roadblocks that may stand in the way of a successful selection.

Based on our experience facilitating the Selection Process, 180one advises that the Search Committee ranks the finalists and discusses if anyone besides the number-one candidate could be a viable option for leading your organization. We recommend this in case the Board does not approve the Search Committee’s nomination or the top candidate rejects the offer.

Knowing your “back-up” candidates ahead of time allows your organization to maintain the efficiency and momentum of the process and avoids having to restart the search.

Conclusion

Recruiting executive leadership for your nonprofit can be challenging, but finding the right leaders can have a significant impact on your organization and the nonprofit sector in your community.

Enlisting an executive recruiting firm like 180one to run your search is a smart and efficient way to ensure you find the best candidate to lead your organization.

Here’s what you need to remember:

Form a Search Committee - An executive search firm will help your organization form a well-rounded Search Committee that will include the diverse voice, opinions and perspectives of your nonprofit.
Create a Candidate Profile - A Candidate Profile is a powerful tool to align the vision of Search Committee members and maintain focus throughout the search.
Identify the Candidates - An executive search firm should go beyond traditional search methods, identifying target organizations and networks to find your ideal candidates in.
Conduct the Interviews - A search firm will advise your nonprofit on how to conduct interviews that serve both your Search Committee and your top candidates.
Select a Final Candidate - When reviewing your top candidates, make sure to identify a potential back-up choice, in case the top candidate is not approved by the Board.

If you’d like to learn more about how 180one can help with your nonprofit executive search, contact us or learn more about our how our targeted recruiting process might be a fit for your organization.

Photo Credits: Playing Futures, Caitlin Childs,Shutterstock, Texas A&M University

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New Opportunity: Corporate Controller

By Effie Zimmerman • February 6, 2026

Corporate Controller 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 directly to the CFO, the Corporate Controller will lead the accounting function, playing a critical role in ensuring financial accuracy, operational discipline, and scalable processes to support growth and value creation. This role partners closely with executive leadership and ownership, delivering timely, GAAP-compliant financial reporting while strengthening internal controls and upgrading systems and processes. The Controller will oversee all accounting operations, including monthly close, financial reporting, inventory accounting, and compliance, while building a high-performing team capable of supporting a complex, multi-location distribution environment. This position is highly hands-on and well-suited for a leader who thrives in a fast-paced, results-driven setting and is comfortable driving change. DUTIES & RESPONSIBILITIES Own the monthly, quarterly, and annual close processes, ensuring accurate and timely financial statements in accordance with US GAAP. Lead all core accounting functions, including general ledger, accounts payable, accounts receivable, fixed assets, inventory, and revenue recognition. Support mergers and acquisitions by participating in financial due diligence and assisting with the post-close integration of accounting policies, controls, reporting processes, and financial systems. Oversee inventory accounting across a multi-branch distribution footprint, including costing, reserves, and cycle count processes. Design, implement, and maintain strong internal controls and accounting policies appropriate for a PE-backed environment. Serve as the primary point of contact for external auditors, tax advisors, and other third-party providers. Partner with FP&A, operations, and leadership to provide financial insights that support margin improvement, working capital optimization, and growth initiatives. Support ERP optimization, systems integrations, and process improvements as the business scales organically and through acquisitions. Prepare reporting and analysis for executive leadership and ownership, including ad hoc requests. Recruit, develop, and mentor an accounting team, establishing clear accountability and a culture of continuous improvement. QUALIFICATIONS Bachelor’s degree in Accounting, Finance, or related field; CPA preferred. 10+ years of progressive accounting experience, including prior controller or assistant controller experience. Public accounting experience is preferred. CPA required. Strong knowledge of US GAAP and financial reporting. Experience in manufacturing or industrial services business preferred. Demonstrated experience in modernizing accounting processes and systems. Hands-on leadership style with the ability to balance detail orientation and big-picture thinking. ERP system experience and a track record of process improvement. Strong communication skills with the ability to partner effectively across finance and operations. 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 .

New Opportunity: Chief Executive Officer

By Effie Zimmerman • January 29, 2026

Chief Executive Officer ABOUT THE COMPANY EC Electric is an innovative electrical contracting firm dedicated to powering lives across various sectors, including mission-critical AI data centers, semiconductor chip manufacturers, industrial, federal work, commercial, and renewable energy projects. With a commitment to providing high-quality electrical solutions, the company specializes in cutting-edge technologies and sustainable practices. Known for its robust service offerings, including electrical construction, maintenance, and energy management, EC Electric stands out in the marketplace by focusing on safety, efficiency, and customer satisfaction. This $500 million-a-year company is part of the E-J Group of Companies across the nation, celebrating our 127th year of private ownership. Our mission is to create a brighter, more electrified future while upholding our values of integrity, safety, quality, equity, fulfillment, and profitability. ABOUT THE POSITION As the Chief Executive Officer , you will be the visionary leader of EC Electric, steering the company's strategic direction and operational efficiency to achieve sustainable growth and innovation in the electrical contracting industry. You will collaborate with the executive team, employees, and stakeholders to enhance our reputation as a leading provider of electrical services and solutions, ensuring we remain agile and responsive to market demands. DUTIES & RESPONSIBILITIES Strategic Leadership: Develop and articulate a clear vision and strategic plan that aligns with EC Electric's mission to drive profitability and market expansion. Initiate strategic partnerships and alliances that leverage EC Electric's capabilities in renewable energy and advanced electrical systems. Operational Excellence: Oversee operational processes, ensuring the execution of projects aligns with EC Electric's commitment to safety, quality, and timely delivery. Utilize data-driven insights to improve operational efficiencies and manage resources effectively across all business units. Innovation and Sustainability: Drive the adoption of innovative technologies and sustainable practices within the company to enhance service offerings and reduce environmental impact. Encourage a culture of innovation, empowering teams to explore new solutions that meet the changing needs of clients in a dynamic industry landscape. Stakeholder Engagement : Cultivate long-term relationships with clients, contractors, and community partners to enhance visibility and reputation in the industry. Represent EC Electric in industry associations and public events, positioning the company as a thought leader in electrical contracting and energy solutions. Financial Management: Ensure fiscal responsibility by overseeing budgeting processes, expense management, and financial forecasting to meet the company’s growth objectives. Identify opportunities for cost efficiencies and revenue generation through new service offerings and market penetration strategies. Workforce Development: Promote a positive and inclusive workplace culture that prioritizes employee engagement, safety, and professional development. Sustain and expand training/mentorship programs to develop future leaders within the organization and ensure a skilled workforce ready to tackle evolving industry challenges. Compliance and Governance: Ensure compliance with all industry regulations, safety standards, and environmental practices, maintaining EC Electric’s strong reputation for integrity and excellence. Implement risk management strategies to safeguard the company’s assets and sustain its operational integrity. QUALIFICATIONS Bachelor’s degree in business administration, engineering, or related field; MBA or relevant advanced degree preferred. 15+ years of experience in senior leadership roles within the electrical contracting or related construction industries. Proven ability to drive business growth and operational success in a competitive environment. Strong analytical and problem-solving abilities, with a focus on data-driven decision-making. Excellent communication and interpersonal skills, adept at fostering collaboration and motivating teams. Advantages of Working at EC Electric: Leading electrical contracting organization focused on innovation and sustainability. Commitment to employee development and career advancement opportunities. Comprehensive compensation and benefits packages, including health and wellness programs. Supportive corporate culture values community engagement and social responsibility. Opportunity to work on high-impact projects that shape the infrastructure of communities. Interested in Learning More? 180one has been retained by EC Electric 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 . EC Electric is an Equal Employment Opportunity Employer and ensures equal employment opportunity for all persons without discrimination based on race, color, religion, sex, sexual orientation, national origin, age, disability, marital status, citizenship, or any other characteristic protected by law. Physical Demands: The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. While performing the duties of this job, the employee is regularly required to use their hands and talk or hear. The employee is frequently required to stand, walk, sit, reach with hands and arms; climb or balance, and stoop, kneel, crouch, or crawl. The employee must occasionally lift and/or move up to 50 pounds. Work environment: The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. This includes the ability to have close (clear vision 20 inches or less) and distant vision (clear vision 20 inches or more), Depth Perception (three-dimensional vision, ability to judge distances and spatial relationships); Ability to Adjust Focus (ability to adjust the eye to bring an object into sharp focus), and the ability to see color. The noise level in the work environment can be quiet, moderate, or loud.

The Cost of Hesitation: Why Delaying a Leadership Change Quietly Destroys Value

By Greg Togni • January 12, 2026

Few decisions carry more weight, or more emotional friction, than upgrading management. Whether in a private equity–backed business or a closely held private company, leaders know the decision matters. They also know it’s uncomfortable. Incumbent executives may have helped close the deal, built the business, or earned deep loyalty from employees and customers. In that context, waiting can feel prudent, even humane. Yet across ownership structures, cycles, and industries, the evidence points in one direction: delaying action on leadership misalignment quietly erodes value long before performance visibly breaks. What the Data Consistently Shows Research across management transitions paints a consistent picture. Roughly half of PE-backed companies replace the CEO within the first two years of ownership, with many changes occurring in the first year. Studies of executive transitions show failure rates between 30% and 40% in the first 18 months, most often driven not by incompetence but by misalignment- on mandate, pace, or priorities. The lesson is not that boards are impatient. It’s that leadership fit matters more than familiarity, and a misfit rarely corrects itself with time. The Most Expensive Period Is After Doubt Sets In By the time a board or ownership group agrees that a leadership upgrade may be needed, value erosion is often already underway. Growth initiatives slow. Decision-making becomes cautious. Reporting grows heavier as leaders explain results instead of driving them. High performers sense uncertainty and begin to disengage. In PE-backed environments, this dynamic plays out faster and with fewer buffers. But private companies experience the same slow bleed, just over a longer horizon. The “One More Quarter” Fallacy “Let’s give it one more quarter” is one of the most expensive sentences in governance. Boards and owners often justify delay by pointing to an initiative in flight, system implementation, or temporary market headwinds. But studies of executive performance show that trajectory matters more than absolute results. If clarity, momentum, and conviction are not improving, time rarely fixes the issue. A common pattern: leadership change is debated for several quarters. When a new executive finally steps in, they make decisive moves within 60 to 90 days, moves that had been discussed, analyzed, and deferred for a year. The opportunity cost of that delay is real, even if it never appears cleanly in the P&L. Missed Windows Are Permanent Losses The most dangerous cost of waiting is not short-term underperformance; it’s a missed opportunity. In PE-backed companies, similar windows appear around add-on acquisitions, operational transformations, or pricing resets. A capable but misaligned leader can miss those windows by moving too slowly or pulling the wrong levers. Once missed, those opportunities rarely reopen on the same terms. Loyalty Is Expensive, But So Is Delay Many delayed leadership changes stem from understandable loyalty: to founders, long-tenured executives, or leaders who were instrumental during diligence or early growth. But fiduciary responsibility ultimately outweighs emotional equity. The most effective boards separate gratitude for past contributions from clarity about future requirements. They also recognize that earlier action is usually kinder. Early transitions allow for controlled narratives, thoughtful role changes, and dignified exits. Late-stage changes tend to feel abrupt, personal, and destabilizing. A Simple Test for Owners and Boards One question cut through most debates: If we were hiring for this role today, knowing what we now know, would we make the same choice? If the answer isn’t an unambiguous yes, delay rarely improves the outcome. Another signal is how leadership discussions consume time. When meetings shift from strategy and growth to coaching, shielding, or compensating for leadership gaps, the decision has often already been made, just not acknowledged. Why Smart Owners Explore the Market Early High-performing PE firms, and increasingly, sophisticated private owners, often explore the executive market before a final decision is reached. This isn’t about undermining management; it’s about sharpening judgment. Seeing the caliber of available talent reframes the question from “Can this work?” to “Is this the best we can do?” In many cases, an external perspective provides clarity faster than another quarter of internal debate. Timing is Everything Upgrading management is never easy. But the evidence, data, deals, and lived experience are clear: indecision is rarely neutral. The organizations that consistently outperform aren’t the ones that change leaders most often. They’re the ones who change them on time. And in a world of compressed timelines, competitive markets, and rising expectations, timing isn’t just a leadership issue; it’s a value creation issue.