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Broadcasting
A Multiplex Channel Environment, Executive Search Case History by Filcro Media Staffing New York - USA based Client
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 timely and paramount importance based on set-top-box (STB) and new CODEC roll-out issues, the client required aggressive and media focused recruitment. A hard deadline precluded utilizing previous modes of recruitment. The skill sets specific to global broadcast distribution 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 of Search (OIC) requested at Filcro Media Staffing was Tony Filson (TF) who was asked to expedite the search. 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 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. 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.The departments culture were equally as important and presented challenges if the autonomy capacity of the new Director was lacking. 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 (IT) and (BO&E) operational facilities for terrestrial distribution. Based on the fact that this was a “multiplex” environment and few other competitors enjoyed their “current” technological superiority, a flexible compensation structure was understood that could be 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, Mobile and Wireless. The reporting line was not an issue as the position was strategic and required calling 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. This level of strategic autonomy is normally afforded to a VP of Technology in the client's competitors and we were recruiting a Director. 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-TF’s recommendations. Due to the Network(s) being six months behind schedule prior to engaging FMS the firm gave FMS unusual latitude to facilitate very aggressive sourcing, identification and tiering. Some of the biggest challenges facing the new (DNS) were:
Solution
Through the identification, recruitment 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. Noted as one of the most advanced technology environment in the industry, the new executive would have to present as a someone who loved and respected technology well beyond the norm. The distribution and IT 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 and broadcast IT vendors can be very challenging to work with and required was a person who was current on cutting edge broadcast 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 technology 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. His broadcast IT and Engineering acumen were equal to his skills in quickly gaining internal and external consensus of those he collaborated with. 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. His ability to facilitate monetization through technology was proven. 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 previous 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 the global broadcasting community. He has also been promoted in advance of the client’s initial succession plan.
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