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Broadcasting
A Multiplex Channel Environment, New York - USA based Client Cable environment of the World’s largest media and entertainment conglomerate with global and domestic terrestrial distribution. This Multiplex is considered the World’s eminent technological and premium programming provider in the industry with unsurpassed MSO penetration. These 14 networks (as of search initiation) enjoy international market dominance and are SUB not advertising driven. This New York City based national search was “strategic” to assure the Network’s continued technological global dominance with regard to distribution. Search Director TV Network Distribution – Director Engineering and New Technology (DENT) Client Situation The Vice President of Network Technology Distribution (VPNTD) was referred to Filcro Media Staffing from corporate human resources. The VPNTD had searched for over six months through other search firms and was unable to identify an appropriate Director. Filcro Media Staffing was called in when the situation had became critical for the Network(s). With synthesizing technology through the entire global distribution chain form NOC to Affiliate(s) being of paramount importance and a timely issue based on set-top and CODEC issues, the client could not afford to waste any additional time utilizing previous modes or sources of identification. The skill sets required on many levels existed in very few environments and there was virtually no success prior to Filcro Media Staffing being retained. Other search firms from inside and outside of New York did not produce results. Due to the nature of the search The Officer in Charge (OIC) of Search requested at Filcro Media Staffing was Tony Filson (TF) who reported directly to the Director of Human Resources. It was the consensus of FMS TF that a national search was not required based on TF’s knowledge of succession planning issues at two “ideal environments” to draw from that were located in New York City. However, all national candidates sourced with proper skill sets were presented by FMS Maxine Paul to assure success if the “ideals” could not be attracted from within New York City based on a perceived compensation issue. Executive Search Members Industry and Sector inclusion:
Filcro Media Staffing (FMS) and Tony Filson (TF) functioning as Officer in Charge of Search to identify the ideal executive. Maxine Paul (MP) of FMS functioned as Director of National Research (DNR). FMS was engaged. FMS OIC TF and DNR MP spent time in person at the client’s New York City Executive Offices with Human Resources from the onset. MP was familiar with the culture from a creative perspective and TF from a technical point of view. Human Resources gave detailed guidance that was formulated in conjunction with the VPNTD to determine the soft and hard skills. A search document was quickly established and the client’s “ideal” was apparent to FMS from the onset. Filcro Media Staffing’s broadcasting focus and experience with similar technical network searches and desired skill sets was utilized immediately to set a positive course of action. FMS was provided with an overview of all Network technical and operational facilities for terrestrial distribution. Based on the fact that this was a “multiplex” environment and few other competitors enjoyed their technological superiority, a compensation structure was understood that could be flexible, with sign-on bonus and stock being the desired tools to not run into a parity issue within the same department. FMS evaluated all distribution facilities as they relate(d) to the new DENT and affiliate issues to include security, budget and vendor considerations. Reporting line was not an issue as the position was strategic and called upon existing staff, departments and affiliates to work in synergy with the DENT to implement all “New Technology” and “Change Management”. The Network’s objectives with regard to domestic and international Cable TV, DBS, HITS, broadband, etc. were timely and to assure proper deployment and continuity of service we needed to identify an executive who could evaluate new distribution technologies and make recommendations based on past experiences. The VPNTD was very “hands-off” during the identification phase and let FMS function with unusual autonomy during universe compilation and tiering letting Human Resources play a more active role to facilitate attraction based on FMS recommendations. Due to the Network being six months behind schedule prior to engaging FMS it is our opinion that the firm gave FMS unusual latitude and let us do what we do best with little or no interference at any point during sourcing, identification and tiering. Some of the biggest challenges facing the new (DNS) were:
Solution FMS proceeded to Identify a “best of class” technology executive from a major television network that shared facilities and resources with its parent company that also contained a “multiplex” environment for its vast cable holdings. There was no doubt that very few technology executives on the Director’s level existed in the United States with the “perfect” experience or knowledge. One executive was identified in Asia but the cost of relocation was prohibitive and with our ideal in New York, the Asia based candidate was a backup. Through the identification and screening process the executives sourced were so specialized and their environments so specific based on “technology”, that the only logical criterion for precluding executives had to be based on strategic limitations as opposed to tactical. What differentiated these strategic executives, and was seen as a solution for the client, was a “perfect” hard and soft skill mix that others had overlooked. Access to O&D charting and awareness of technological capabilities and vendor relationships of the targeted companies was essential here. The “Peter Principle” could not come into play for this executive looking at a 5-10 year plan based on technology and succession planning. There would “always” be something new to learn and teach others internal and external to the organization. The ecology of this executive had to match the ecology of the client technology being rolled out for implementation and the development of new systems in BETA. The distribution issues with vendors and affiliates required an executive who could function as a facilitator, advocate and catalyst for new technology initiatives to drive revenue on the PPV and OD side. The engineering, soft skills and new business development implementation required a very well balanced executive. The affiliates were so fragmented from a technological perspective that the new executive had to play a role that allowed vendors into each affiliate to rollout new technology that enhanced distribution and new business initiatives by corporate mandates that could ultimately benefit OD / PPV & proprietary revenue streams. Motorola and others can be very challenging vendors to work with and needed was a person who was current on software and hardware issues who could speak with a vendor, affiliate and the industry as a whole to “leverage the Network” in such a way that a “new standard” could be implemented to cause “others” to financially take initiatives that would ultimately benefit the Network. Effectiveness through persuasion would be essential. Successful candidate identified A Director of Distribution Technology from a Major TV Network. The executive had an intimate knowledge of every aspect of the position and it was apparent to everyone involved in the search that not only was this a “high potential” person for the future of Network Technology but that they were also able to assimilate easily into the new organization with their numerous global industry contacts and following. The new executive having extensive engineering experience was also an accomplished business executive who would be able to impalement the Network’s “New Business Revenue Streams” through successful enhanced implementation of OD / PPV and proprietary projects that would be facilitated through increased affiliate technology adaptation and new CODEC implementation. This executive was so familiar with the “broadcasting community” as a whole that he was also a fit to “Chair” appropriate groups that would benefit the Network’s attempt to set a new standard for distribution technology on a terrestrial level. This executive’s strength was developed from a very hands-on but not micromanagement approach in his previous environment. His thought provoking demeanor that made others feel at ease as opposed to being under pressure, was very refreshing. He had an unusual ability to make others feel as if they had found the solution, even if he had to step in to put out the fire himself. This strong soft skill set in a “technology environment” facilitates a more collaborative process when he is involved and everyone seems to be more productive with his “positive reinforcement”. His technology acumen is so astute that in his pervious environment vendors looked to him for leadership when rolling out new products. This soft-skill so often apparent in “Creatives” like development and programming executives was “ideal” based on mentoring required across multiple business lines internal and external to the Network. This executive scored very high on our “Harvard Profile” and scenario probes we utilized. The balance of hard and soft skills was apparent and confirmed in person and on paper. With this executive coming out of a major competitor of our client company, Human Resources was very helpful in attracting their “ideal” though creative incentives that avoided any parity issues. The cultural fit of the new executive placed HR at ease when it came time to use the financial tools they had set aside from the beginning to attract their “ideal”. Since this executive was identified in the same city, there was no need for relocation. The executive experienced a smooth transition to the new Network and is performing exceptionally well on all levels. He has become a vital and respected member of the company and he is looked at as a leader of technology and new business development in global broadcasting community.
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International media and broadcasting executive search across multiple media platforms. Filcro Media International Copyright 1985 - 2009 All Rights Reserved. http://www.ExecutiveSearch.TV |
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