Broadcasting
Cable Television Network(s)

  Director Global Distribution, Engineering & New Technology

A Multiplex Channel Environment, Executive Search Case History by Filcro Media Staffing

New York - USA based
FMS OIC reporting to Human Resources, New York - USA

Client

Cable broadcasting 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 executive search was “strategic” to assure the Network’s continued global dominance with regard to broadcasting distribution and advanced operational information technology.

Executive 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 executive 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) distribution.

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-box (STB) 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:

• Cable Television Network(s)
• Multisystem Operators (MSO’s)
• The Major Broadcast Television Networks
• Super Stations / Regional Station Groups
• Broadcast Industry Technology (IT) Consulting

Filcro Media Staffing (FMS) and Tony Filson (TF) functioning as Officer in Charge of Search to identify the ideal executive.

FMS was engaged.

FMS OIC TF and FMS DNR MP spent time in person at the client’s New York City Executive Offices with Human Resources from the onset. FMS was familiar with the culture from a creative perspective and TF from a technological perspective. 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 and or market driven to attract and ideal without running into parity issues within the same department. FMS evaluated all distribution facilities as they relate(d) to the new DENT and affiliate issues to include security, budget, current and future CODEC development and vendor considerations for STB, OD and Wireless. The 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”. This executive would have unusual autonomy based on their technological acumen.

The Network’s objectives with regard to domestic and international Cable TV, DBS, HITS,OD, 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 BO&E 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:

• Strategic Implementation on a Network and Global Affiliate Level
• Continuity During New Distribution Technology Implementation
• New Business Development
• Representing the Network to the Industry to “push” Networks Point of View
• Domestic and International PPV / OD and New Business Development Support
• Maintain Network Technology Leadership in the Broadcasting Industry
• Gaining Internal and External Consensus with Regard to Vendors and Affiliates

Solution

FMS proceeded to Identify a “best of class” technology executive from a major U.S. television network that shared facilities and resources with its parent company that also contained a “multiplex” environment for its substantial cable TV Network 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. An additional technology executive was identified in Hong Kong but the cost of relocation was prohibitive and our ideal was the New York candidate. The Asia based candidate with equal acumen and experience was second tiered.

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 who could advocate for the firm to vendors and the broadcasting community as a whole.

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 that were previously not monetized.

Specific technology vendors can be very challenging  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(s)” 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 transparent persuasion based on technological and business acumen would be essential.

Successful candidate identified

A Director of Distribution Technology from a Major TV Network.

This executive had an intimate knowledge of every tactical and strategic aspect of the position. It was apparent to everyone involved in the search that this was a “high potential” person who could facilitate the future of Network Technology for our client.  However, the unusual cultural fit was also excellent. He was able to assimilate easily into the new organization and bring with him numerous global industry contacts and followings that immediately benefited the Network.

The new executive having extensive engineering experience was also an accomplished business executive who would be able to implement 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 development.

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. His exceptional soft-skill sets were “ideal” based on mentoring required across multiple business lines internal and external to the Network’s technology environments.

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. He has also been promoted in advance of the client’s initial succession plan.

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