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Global Media and Telecommunications Conglomerate
St. Thomas - U.S.V.I. based Client - The company's operations are in Belize, British Virgin Islands, Guadeloupe, Martinique, Saint-Martin, Sint Maarten, U.S. Virgin Islands and France and include local, long distance and cellular telephone companies, Internet access providers, cable television companies, business systems, and a Pulitzer Prize-winning newspaper. Management offices are in West Palm Beach, Florida and headquarters are in Christiansted, St. Croix, U.S. Virgin Islands. Search - President and General Manager – GM Client Situation - A search committee was formed consisting of the senior most HR executive, the current GM and the CFO of the parent company to identify a change agent who could bring about the synergy required to enhance the organizations media holding on multiple platforms. Executive Search Committee (ESC) Member Industry and Sector inclusion:
The (ESC) identified Filcro Media Staffing (FMS) and Tony Filson (TF) functioning as Officer in Charge of Search. Human Resources conducted the identification effort to identify the proper search firm. FMS was retained. FMS Officer in Charge of Search worked initially with HR and the current GM to establish a consensus of the desired goals on business, technical and creative levels. FMS was provided with technical, strategic, operational, organizational, financial, cultural and creative overviews requested to evaluate all hard and soft assets as they relate(d) to the skills and experience required of the new GM. This information was invaluable in garnering an understanding of their unique and positive culture. The current GM and HR Director had very clear “ideals” and goals for the Network. FMS utilized documents from other similar searches so the HR Director could gain internal consensus to move forward with universe compilation based on the collaborative document. Establishing a hierarchy of desired skill sets and industry experience to proceed with universe compilation and tiering placed cultural issues at an unusually high-standing. The success of this search would ultimately be determined by a multitude of mentoring and soft skills that were equally as important as the type of change management required in Network sales to integrate the newspaper holdings. FMS was very fortunate to have such vocal, articulate and open input from HR and the current GM. The search was to be conducted as if we were looking for a “parent” who could gently and intelligently lead a broadcasting network to the next level of growth on multiple platforms. Due to geographic issues the search offered many challenges. An executive had to be identified that could function with limited current network sales infrastructure until he or she could establish the entire front and back-office Network sales function in an environment where it never existed before with the exception of current print advertising resources that were being utilized to sell TV advertising. Some of the biggest challenges facing the new General Manager (GM)
An executive capable of focusing on sales management team development and sales infrastructure was essential. The client base and advertising agencies had to witness a difference in the way programming offered advertising opportunities that had not been available before. Building a credible and effective broadcast sales infrastructure that enhanced the platforms was critical. This new GM had to plan, direct and coordinate the activities of the operation and implement policies governing the functions of the various departments to include: Sales, Operations, Production, Finance, Affiliate and Community Relations. Our firm needed to identify a GM from a similar market who was accustomed to being very “hands-on”. Establishing budgets and generating analysis of budget Vs actuals to justify variances and create growth projections for the businesses would require strong financial acumen. In some instances we looked to smaller station groups where working with “sister companies” to maximize advertising, viewership and ancillary revenue was the norm. The GM we would identify also had to determine added value advertising opportunities through varied programming initiatives. The Network and it’s geographic could offer many advantages to the proper GM. A GM who could review, negotiate and improve programming acquisition was essential. Our universe of smaller “station groups” who had allowed greater GM autonomy with regard to co-pro and programming acquisition were targeted early in the search process. Successful candidate identified
This “hands-on” GM could lead by example and had a proven record of success in every area relevant to the proper function of a Network, Station Group or Single Station operation. His ability to generate and improve revenue and increase sales in similar markets was ideal to function as the change agent required. Based on the diverse markets his political and broadcast acumen would be utilized to their fullest and his exposure to Governor, Lt. Governor, Local Politicians and State Legislators and the development of programming that partnered the Station(s) was a good fit based the Network’s intimate yet multiple international markets. Working with both the federal government and foreign government(s) on remote transmitter site construction and licensing, this experience could also come into play based on the USVI proximity to potential future international markets. The Network having some of the most sophisticated production and post facilities could also benefit from the new GM’s experience owning an advertising, marketing and video production company. His exposure to upscale advertising and production services to a diverse client base would fare well with the advertising agencies and local ad sales (LAS) issues he would be addressing. The New GM proved his ability to manage development projects for new television stations in major markets and had implemented entire projects from initial budget to final build out. His licensing and technical planning acumen for cross border microwave systems, fiber optic networks and master control, including satellite uplink and downlink systems could be vital when the Network opts to enhance their own BO&E facilities. The New GM also managed two network affiliate stations in extremely competitive markets. He worked to develop business opportunities to diversify the company profit stream(s) as was required in the “ideal” of the client company. Through relationships he developed in the industry when purchasing programming he could greatly enhance the bottom line through increased savings on programming. His implementation of sales strategies to include budgets and mentoring of Sales Managers and Sales Support Staff would be another “ideal” as the Network needed to establish front and back office sales infrastructure that would be distinct from their other media holdings. One of the most important factors in this search was the unique cultural fit of this candidate to the organization. This executive, along with his family made a happy transition from the West Coast to the USVI that was positive for everyone involved. Filcro Media Staffing, All rights reserved, 1985 - 2010 Filcro Media Staffing This URL: http://www.executivesearch.tv/html/gm_case_history.html |
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International media and broadcasting executive search across multiple media platforms. Filcro Media International Copyright 1985 - 2010 All Rights Reserved. http://www.ExecutiveSearch.TV |
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