New Opportunity: Corporate Controller
Corporate Controller
ABOUT THE COMPANY
Founded in 1947, Oregon Tool, Inc. has grown from a basement in Portland, Oregon, to a global designer, manufacturer, and marketer of precision cutting tools, equipment, and accessories for consumers and professionals in more than 110 countries. Building off the pioneering spirit of our founder, Joseph Buford Cox, we have transformed the cutting industry and have become the world’s #1 manufacturer of saw chain and guide bars for chainsaws and diamond saw chain for concrete and pipe, a leading manufacturer of agricultural tractor attachments, and the leading OEM supplier of first-fit and replacement parts.
At Oregon Tool, we are a passionate group of people dedicated to a spirit of innovation and outside the box thinking to create the world’s most efficient cutting tools and products. We believe in inspiring, listening, learning, and rolling up our sleeves to “get to work” together. Our purpose goes beyond the products we make. We are devoted to positively impacting people, communities, and landscapes around the world. We are committed to building and maintaining a diverse and inclusive work environment and implementing sustainable practices to help reverse the impacts of the global climate crisis. We are built on a pioneering spirit and believe in leading with humility, global stewardship, and owning it day in and day out. We know what it takes to get the job done, and we know our people are the way it happens.
ABOUT THE ROLE
Reporting directly to the CFO, the Corporate Controller provides global leadership of the Company’s accounting functions. The Corporate Controller is responsible for the accounting and financial reporting operations of the organization including financial reporting, financial close, financial consolidation and reporting processes, internal controls, and global accounting policy and procedures. This role will work closely with senior leadership to enhance the company’s financial performance and support its global growth initiatives.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Financial Reporting
- Oversee the preparation and accuracy of consolidated financial statements in compliance with U.S. GAAP, IFRS, and other relevant international accounting standards.
- Ensure timely and accurate monthly, quarterly, and annual financial reporting for internal and external stakeholders.
- Manage the preparation and production of consolidated financial reports adhering to internal reporting deadlines.
- Interface with external auditors on the timing and coordination of the year-end audit and work closely with them throughout their audit cycle.
- Develop and communicate the reporting schedule internally to Oregon Tool locations and facilitate compliance with reporting deadlines.
- Streamline and provide continual improvements to the master closing package template utilized by all reporting units.
- Lead and manage the external reporting cycles in an accurate and timely manner to achieve compliance with debt covenants and reporting deadlines including preparation of financial statements and footnotes.
- Ensure that the reporting system is able to produce financial information in the format and configuration required by senior management.
Accounting Operations
- Lead the North America accounting team, ensuring accurate and efficient day-to-day accounting operations.
- Oversee the monthly and year-end close processes, ensuring timely reconciliations, accurate journal entries, and adherence to closing schedules.
- Ensure compliance with internal controls, policies, and procedures to safeguard company assets.
- Maintain and monitor an effective system of internal accounting and financial reporting controls.
- Interpret and analyze and report on periodic results.
- Maintain an internal performance management reporting system.
- Provide accounting direction and support to company-wide reporting units.
- Manage the collection and consolidation of data from company-wide reporting units.
- Supervise the general ledger for various accounts and legal entities, ensuring the accounting records are accurate and well documented.
- Lead continuous improvement efforts to improve processes and shorten reporting cycle times.
- Maintain, update and improve policies, processes, and systems including automation of key activities.
Team Management
- Lead, mentor, and develop the management teams across CP, Mold, and PD, ensuring accountability and high performance.
- Establish clear performance metrics and KPIs for all areas of the business to drive results and enhance team collaboration.
- Maintain good communication, promote problem-solving, assign responsibilities, and provide training and mentoring to employees.
- Select and develop key operational executives and successors, assign accountabilities, set objectives, and establish priorities.
Team Leadership and Development
- Lead, mentor, and develop a high-performing accounting team.
- Foster a culture of continuous improvement, promoting efficiency, accuracy, and best practices.
- Manage performance, establish clear development goals, and provide ongoing coaching for team members.
- Lead documentation and continual improvement of departmental work processes.
QUALIFCATIONS
Education
- Bachelor’s degree in accounting, finance or related field required
- Certified Public Accounting (CPA) designation required
Knowledge and Experience
- At least ten years of progressively responsible public and corporate accounting experience
- Experience in a national or regional public accounting firm is preferred
- International experience is preferred
- At least five years of progressively responsible management and leadership experience
- Experience in a manufacturing environment strongly preferred
Skills and Abilities
- Strong leadership and team management skills with the ability to inspire and guide cross-functional teams.
- Exceptional analytical, problem-solving, and strategic thinking abilities.
- Excellent verbal and written communication skills, with the ability to convey complex financial information to non-financial stakeholders.
- Extensive knowledge of GAAP, Sarbanes Oxley regulations, international accounting, SEC and tax issues
- Excellent presentation skills
- Collaborative and effective team player
- Able to lead teams that are globally dispersed
- Initiative, demonstrated track record of achieving results
- Proficiency with ERP systems, SAP preferred, and Microsoft Office suite (Outlook, Word, Excel, Teams)
Interested in Learning More?
180one is a retained search firm and has been engaged by Oregon Tool to manage this search. If interested in learning more about the opportunity, please contact Lisa Heffernan /971.256.3076/ lisa@180one.com
Let’s face the music, or the new reality that attracting executives to move across the country for an opportunity has become increasingly difficult for a variety of circumstances. As businesses look to recruit top talent at executive levels, understanding the shifts in migration trends before you launch a search, better yet, as you plan a position, might be the difference of landing a great candidate in a reasonable amount of time, or dragging out a search for the unicorn who can’t be found. Let’s look at some of the factors and trends together that might shape how your organization moves forward in conducting a national executive search. Understanding the 2024 Relocation Landscape The 2024 Allied Migration Report paints a picture of a U.S. population increasingly seeking affordable living spaces, a better work-life balance, and more favorable economic conditions. Despite a 20% overall decrease in interstate relocations from 2022 to 2024, the main driver of those relocating is the alignment of their personal and professional goals. The report also underscores the shift toward midsize cities and suburban areas as more desirable destinations. This trend is being driven by a combination of rising housing costs in major cities, economic uncertainty, and a greater demand for improved quality of life. Companies looking to relocate candidates must consider a range of factors to ensure that they are not only attracting talent but also providing a work environment that matches these evolving preferences. Here are 5 key aspects that companies should score themselves against to determine how desirable their location is for the market. Depending on how one scores, it can help highlight the probability of relocating or needing to adjust the candidate profile to match candidates in the current geographic market not needing relocation. 1. Housing Affordability and Living Costs One of the most significant motivators for relocation in 2024 is housing affordability. In 2023, soaring housing costs in urban centers like San Francisco, Los Angeles, and Chicago pushed many people to consider smaller cities and suburban areas where the cost of living is lower. When relocating candidates, it's crucial for employers to consider how the cost of housing in their city or region will impact the candidate’s overall financial well-being. If your company is in a higher cost area, providing a sign-on bonus towards housing can be one lever to pull to cover the gap. 2. Remote Work and Flexible Work Arrangements The rise of remote work in the wake of the pandemic continues to shape relocation patterns. With many employees now able to work from anywhere, some candidates are looking for jobs that allow them to live in more affordable or attractive locations while still benefiting from a competitive salary. The ability to work from home (or a hybrid model) has made relocation less about proximity to the office and more about finding a place that offers a better quality of life. For employers, it’s essential to evaluate whether the role can be offered remotely or with flexible work arrangements. If the company is headquartered in a high-cost city but allows employees to work from anywhere, the business might be able to attract candidates from more affordable regions while offering competitive salaries. On the other hand, if the position requires in-office attendance, it’s important to highlight the benefits of relocating to that city—such as lifestyle factors, community offerings, and career advancement opportunities. 3. Job Market and Industry Opportunities Candidates are increasingly moving to regions where job markets are thriving, particularly in industries like technology, renewable energy, healthcare, and finance. The 2024 Allied Migration Report noted that states with growing job markets are experiencing strong inbound migration. How would classify your region’s overall job market? Candidates want to know that if they were to relocate, and for some reason down the road they leave the organization – what other opportunities exist for them locally. If there are no other reasonable and likely options related to their industry, or expertise - this can pose another hurdle that needs to be addressed. It’s essential to evaluate whether the region offers the kind of industry opportunities that will keep the candidate’s career trajectory on track. 4. Tax Policies and Financial Incentives Tax policies are a key factor influencing relocation decisions in 2024. States with no income tax have seen an increase in inbound migration, with people moving to these states in search of more disposable income. The economic uncertainty and high inflation rates in 2024 have made individuals more conscious of their financial situations, and tax-friendly states are becoming increasingly attractive. Employers looking to relocate candidates should consider the tax implications of moving employees to specific regions. 5. Quality of Life and Lifestyle Considerations Beyond financial factors, candidates are also considering lifestyle factors when deciding where to relocate for work. According to the 2024 Allied Migration Report, many people are moving to regions that offer a better balance of work and life, which includes access to quality healthcare, good schools, recreational activities, and a desirable climate. For employers, this means understanding the lifestyle preferences of potential candidates and emphasizing how the region supports these needs. What’s the Score? So how did your region score? How will it impact how you go to market with the position? Did you adjust the candidate profile to mirror what exists in the local candidate market, or is your region highly desirable to attract the unicorn? As migration patterns evolve, companies that adapt their candidate profiles and expectations to these shifting dynamics will be well-positioned to thrive in an increasingly mobile workforce.
Corporate Development Manager About the Company Impel is a family of companies that offer comprehensive flow management solutions in partnership with each other and the best manufacturers in the world. Each of Impels branches represent individual brand cultures and span the West Coast. Impel serves customers in water, wastewater, agriculture, industrial, manufacturing, energy and mining. Impel was founded in 2021 with a vision to build a “one-stop shop” to serve municipal and industrial fluid management needs by acquiring complementary capabilities in contiguous geographies. The platform launched with the first acquisition of PumpTech , a premier distributor of high-quality pumping products and systems serving the Pacific Northwest. Subsequent acquisitions have grown Impel to over ten fluid management companies throughout the US. Impel is backed by Pike Street Capital , a private equity firm based in Seattle, WA. Recently, Pike Street successfully raised capital to fund additional acquisitions. Impel is actively pursuing growth opportunities and remains focused on acquiring and partnering with family-owned and operated companies in the sector. About the Role This is a key position managing the acquisition process within Impel. You will participate in all aspects of the investment process including industry/market research, deal origination, strategy and execution, and relationship building with acquisition target owners, executives, investment bankers and other intermediaries. This is a great role if you’re looking to own the deal process and progress your skillset as a deal professional. This role will give you deep insight into the entire acquisition process while closing multiple deals a year. We are a fairly lean team and believe in cross functional work so come with a growth mindset and you will develop a skillset across each business function; Our team believes in developing our team members. Primary Responsibilities Perform company analysis, including initial screenings, financial modeling and valuation, due diligence, consultation with external advisors, and preparation of materials for internal investment meetings. Responsible for M&A project management processes to include, but not limited to, valuations, letters of intent, due diligence analysis, financial planning, and business case development. Analysis of risks and opportunities of M&A activities, translate this into fact-based and well-reasoned insights on the valuation and structural impact of various acquisitions. Drive market research and strategic fit analysis. Conduct research on prospective sector opportunities and market trends and develop and present data-based opinions to inform decision-making and price transactions. Participate on deal teams to help structure and execute transactions, including coordinating the deal process and legal and transactional documentation. Special projects working directly with C suite, functional leads, and regional vice presidents. Qualifications 2-6 years experience in private equity, consulting, financial DD/QoE, investment banking, accounting, or corporate M&A Exposure to other diligence areas including commercial, operational, market sizing, risk analysis, customer and supplier, agreement review, etc. Excel and PowerPoint expertise Value oriented Strong communication skills Commitment to high professional standards Credentials: CPA preferred Interested in Learning More? 180one is a retained search firm and has been engaged by Impel to manage this search. If interested in learning more about the opportunity, please contact Tom Haley /503.334.1350/ tom@180one.com
Long Term Incentive Plans (LTIPs) and Why to Implement Executive compensation is a nuanced and multifaceted subject that involves a delicate balance between rewarding top talent and aligning their interests with the long-term success of the organization. Typically, executive pay packages consist of three primary components: base salary, annual bonuses, and long-term incentive plans (LTIPs). While base salary and annual bonuses have historically been the most visible and commonly discussed elements of executive compensation, LTIPs are increasingly being recognized as the third and arguably most important leg of the stool. LTIPs serve as a tool for aligning the goals of executives with those of the company over the long term, offering rewards that are tied to the sustained growth and profitability of the organization. As businesses evolve and face growing challenges, LTIPs have become a central component in shaping how executives are compensated, ensuring they remain focused on creating long-term shareholder value. Over the past 75 years, LTIPs have been a common feature in public companies, where stock options, performance shares, and other equity-based incentives align executives with shareholder interests. It hasn’t been until the past couple of decades that private companies have implemented LTIPs to align executives' interests with the long-term success of the company, but also almost out of necessity to compete for the same talent who might already possess an LTIP as part of their compensation. What Are Long-Term Incentive Plans (LTIPs)? Long-Term Incentive Plans (LTIPs) are compensation structures designed to reward executives for achieving long-term business goals. Unlike annual bonuses, which are typically tied to short-term financial metrics, LTIPs are structured to reward performance over a longer time horizon—usually three to five years or more. The primary purpose of LTIPs is to ensure that executives are motivated to focus on sustainable growth, value creation, and the long-term health of the company. The Factors Driving the Adoption of LTIPs in Private Companies According to a survey by WorldatWork, approximately 63% of private companies are using LTIPs as a means of rewarding executives and aligning their interests with the company’s long-term success. Several factors have contributed to the rise in popularity of LTIPs in private companies, ranging from the quest for competitive advantage to changes in organizational dynamics and evolving employee expectations. But the following reasons might shed additional insight: Companies with LTIPs Have 30% Higher Revenue Growth: Research by the National Center for Employee Ownership (NCEO) found that companies that implement equity-based LTIPs experience 30% higher revenue growth compared to those that do not. The statistic underscores the positive impact of LTIPs on a company’s overall performance, as they drive executive focus on achieving goals that lead to sustained revenue growth, innovation, and market expansion. 91% of Executives in Private Companies Cite LTIPs as Key to Retention: A survey by Korn Ferry found that 91% of executives in privately held companies consider LTIPs an essential factor in their decision to stay with the company. The statistics demonstrate the significant role LTIPs play in retaining key talent, ensuring that executives are motivated to stay with the company over the long term. By offering equity-based compensation, companies can reduce turnover and keep their leadership team focused on long-term objectives. Companies With LTIPs Are 50% More Likely to Meet Exit Targets: According to a report by Bain & Company, private companies that implement LTIPs are 50% more likely to meet or exceed their exit targets during mergers, acquisitions, or initial public offerings (IPOs). By aligning executives' interests with long-term value creation, LTIPs motivate leadership to work toward achieving the performance metrics that will maximize the company’s value at the time of sale or public offering. Transitioning Ownership and Succession Planning: For family-owned businesses or privately held companies with a significant ownership stake held by a small group, succession planning is another critical factor in the decision to adopt LTIPs. As the company grows and the leadership team evolves, there may be a need to transition ownership to new management. LTIPs can help retain key executives during this period of change, providing financial incentives that keep the team focused on the company’s long-term growth even during periods of uncertainty. As businesses strive to remain competitive and evolve in an increasingly dynamic marketplace, the adoption of LTIPs has evolved as a key driver for optimizing performance. No longer limited to public companies; private companies have increasingly recognized the benefit and need for these compensation structures. Perhaps adding these 4 simple letters (L-T-I-P) to a company’s compensation program could be the difference maker that they’ve been looking for.
