After opening a brand-new manufacturing facility in Florida, the team at Yoder’s Building Supply needed to find a General Manager to handle their existing operations in South Carolina. This search was a bit of a rollercoaster: We went through the interview process and found an excellent candidate. But they received a counteroffer from their current employer that was too good to refuse, setting us back to square one.

Rather than something urgent, this was more of a, “If you run into anyone who’d be a good fit, let us know,” type of search. The level of trust between our teams seemed to increased their sense of ease around this search. They set us in the right direction, we moved forward with the search, and we brought back the best candidates who met their specifications. 

For this General Manager position, they wanted someone with experience overseeing multiple truss sites. A people-leader with a “10,000-foot view,” “big picture” mindset would also be critical for success. Ideally, this person would be a highly strategic planner, experienced enough and capable of establishing standard operating procedures (SOPs) and standardized truss design practices. 

Culture fit was also an important factor. This group is made of genuine, sincere people, and they needed someone who could fit and lead that culture. 

When we first called the candidate Yoder’s hired for this role, we actually weren’t calling him about this opportunity at all. We reached out to him seeking referrals to potential candidates for other roles. As the conversation progressed, however, it dawned on the recruiter that this could actually be the Yoder’s hiring team’s dream candidate for the General Manager role. The timing felt too serendipitous to be merely chance. 

Experience-wise, his work history included managing the operations of several truss plants. Then the real kicker: he’d lived in the Pacific Northwest for nearly three decades and already planned to move to the southeastern US eventually. In accepting this role, the opportunity accelerated his moving-across-the-country timeline by about 12 months. 

After their very first call with him, the Yoder’s hiring team reached out to us to share how much they liked him, and the rest was history. Not long after we helped him relocate from the Pacific Northwest to South Carolina, even helping him negotiate a relocation package to assist with the move. 

After settling in and starting his new role, the candidate began improving interdepartmental communication immensely. Where they formerly experienced disconnect and disarray, he helped the entire team align and work together more collaboratively. He continues developing SOPs for Yoder’s, most critically around their standards for truss designs and expected manufacturing timelines for their customers. 

Since this placement, we’ve continued to be a helpful recruitment resource for the Yoder’s hiring team.

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