Three Reasons to Engage a Retained Executive Search Firm

3 Reasons To Engage a Retained Executive Search Firm

For even the most experienced Human Resource Managers, finding qualified candidates to fill positions is often challenging. Traditional search methods, such as job postings, often tap into a pool of candidates who are seeking employment, but they do not necessarily yield the most qualified candidates or the best fit for the positions. And when one considers that nearly 96% of the working population is currently employed, the pool of potential candidates appears to be even more restricted.

So how might hiring managers alleviate the stress and limitations of these traditional practices, particularly when hiring at an executive level? One common approach is to outsource the search by hiring a recruiting firm.

In today’s post, we will share three reasons why you might want to consider a retained search firm and provide a guide to help determine when to engage a retained search.

The Level of Position

Most often, retained recruiting firms are the best solution when companies or organizations are looking to fill positions that require a unique skill set, are in high demand, or are at an executive level (C-Suite). Because these firms are comprised of more experienced search consultants with extensive business acumen, they are better equipped to address their clients’ needs. Furthermore, retained consultants understand how important it is that they appeal to potential candidates.

When retained search firms reach out to potential candidates, there is a perceived value of the position and of the company. According to business advisor, Cameron Harold, these candidates tend to “take a call more seriously” because the company is willing to invest resources up front to find the correct fit. These executives understand retained searches offer premium services and that the client is committed and willing to go through the best channel to fill the position.

Given their level of service and attention to detail, retained search firms will ensure that conversations with candidates focus predominately on company goals and how the role they are filling is needed to help achieve those goals. Top performers know what they can bring to the table, but they want to hear how their skillset may be an asset to a potential employer.

Retained firms recognize and respect that executive candidates are extremely busy. As a result, candidates typically find the interview process to be very positive with these firms and know that they will receive timely feedback at this level.

Access to More

Retained firms excel at targeting the right and most exclusive candidates. Because these positions often require a unique skillset or are in high demand, the number of candidates that possess the correct backgrounds are limited. More often than not, the best candidates are not actively looking for a change in company or role. These candidates are busy and lack the time and/or desire to look at job boards for new positions. The best candidates are focused on being successful in their current positions or with their current organizations. Companies cannot rely upon finding the most qualified candidates among the unemployed – it is imperative that they have access to a greater percentage of the workforce.

Hiring to fill a position is analogous to purchasing real estate. In real estate, clients have certain criteria for a new home. They may engage a realtor who traditionally scours the MLS to identify current listings that meet the client’s criteria. The problem with this approach is that the MLS is limited to what its available now, not necessarily showing all properties that meet the client’s criteria, including those not on the market. To truly add value and provide the buyer access to all homes, the realtor would need to conduct research to identify all homes, and then knock on the doors or call the homeowners see if they would be interested in selling.

A retained firm will “knock on the doors” of candidates who meet the client’s “buying” criteria. The firm will share with them what is happening in the marketplace, particularly as it pertains to the specific client, and ask if they are willing to “sell”.

Assistance Beyond the Resume

The level of service that clients receive from retained search firms is unparalleled. The Association of Executive Search and Leadership Consultants summarizes this well:

“Executive search firms operate on an exclusive, client-centered basis and bring a deep level of expertise – inclusive of industry knowledge and job functionality – to each assignment. They are engaged in all aspects of the process, from defining the search through candidate integration.”

Retained recruiters do not simply rely on resumes to determine candidates’ qualifications. They develop and employ additional tools, including success profiles, written assessments, and behavioral assessments.

In addition to utilizing the tools above, retained consultants will assist clients with the development of an interview process. The process not only evaluates candidates on the right areas at the right phase, it also creates an experience for the candidates that is positive and leads to hiring. Furthermore, clients are able to take comfort in knowing that they have a dedicated resource developing and executing a search strategy on their behalf. This enables the clients to focus on their day job and use their time evaluating and selecting candidates as opposed to managing the sourcing of candidates, managing multiple contingent firms, and screening candidates.

Finally, retained firms are skilled at consensus building. There are times when clients struggle to find candidates because there are competing interests or biases that interfere with the hiring process amongst members of the interview or selection team. For example:

A non-profit organization, looking to fill an Executive Director position, may be comprised of a volunteer board that includes a CFO and a Marketing/PR Executive. The CFO may feel that finding someone who has a financial background so that they oversee proper spending of the organization’s assets is of utmost importance. The Marketing/PR executive may feel that a candidate with externally facing and relationship builder skills are the most valuable ones required for the position.

Unfortunately, these two skill-sets can be somewhat mutually exclusive and trying to find a candidate with all those attributes could be problematic. Retained search firms serve as third party facilitators in these circumstances. They can hone in on client goals and determine what skill-sets are truly necessary for the role and, thus, mitigate competing interests.

Their Goal is Your Goal

In conclusion, if there is a strong possibility that the organization needs to hire a search firm to fill executive level positions, hiring a retained firm is probably the best option. Clients receive the best value for their investment when they hire retained firms. Not only are the overall fees similar between retained search firms and other providers, but they go above and beyond to put their clients’ interests first. Other providers only receive compensation when their candidate is hired, so their goal is for the client to hire their candidate, not necessarily the best candidates. Retained firms, however, are able to provide unbiased feedback without fear of jeopardizing their fee. This factor enables them to look out for their clients’ best interests and be fully committed to achieving the clients’ goals – something hiring managers should definitely keep in mind! A retained search firm’s goals are the same as the client’s goal - which is about hiring the best candidate.

Ready to hire a retained search firm? Feel free to contact 180one and we’d be happy to assist!

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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.