Chief Technology Officer (CTO)
Global Broadcast, Motion Picture, Cable & Interactive Networks

Mobile	Cable TV & MSO	Broadcast TV	Digital Radio	Online	Multicast & OEM	DOOH

Location	New York, NY - USA
OIC	Reporting to: Board of Directors, CEO, CTO & SVP HR - FMS
Client	Diversified U.S. Global Media & Entertainment Conglomerate
Client Situation	Succession Plan & Upgrade of Global IT Across all Media Platforms

 Executive Search Committee Industry and Business Sector Inclusion

• Television Networks - Cable & Broadcast - National & Global
• Radio Broadcasting Networks - International, National, Regional & Local
• Digital Content Producers - National & Global
• Online Interactive - International, National, Regional & Local - Telecom
• Network & Syndicated Programming Producers - TV, Radio, Interactive, Mobile, Film
• Motion Picture Studios - Domestic & International

The executive search committee (ESC) of the client company was comprised of the President, CEO, current CTO and SVP of Human Resources acting as the liaison for the (ESC).  The (ESC) identified Filcro Media Staffing (FMS) and Tony Filson (TF) functioning as Officer in Charge of Search (OIC) to conduct a national search to identify the proper technology executive capable of facilitating the current CTO’s succession plan and the board of director's desire to enhance the global technological resources of their media holdings across all media platforms.

The CTO had a clear vision of where the diverse media holdings needed to be technologically in international, national, regional and local markets and he was exceptionally articulate in what he was seeking strategically to assure that his successor could manage this global media and entertainment conglomerate, well into the future.

The diversity of the company's global media portfolio would require Filcro Media Staffing to recruit a CTO with broad media acumen and a sophisticated comprehensive overview of advanced multimedia, multicast and  multiplex broadcast technologies.  For terrestrial distribution, MSO, OTA & Satellite relationships and FCC mandated issues this new CTO would require hard and soft skills to evangelize technology internal and external to the organization.  The new CTO would manage many IT and broadcast vendor relationships across three continents; this would require a fiscally mature media IT executive with extensive build-out CAPEX, operations OPEX and maintenance experience globally. With a large multinational and multi language IT engineering staff reporting into this executive, an executive who was known as a adept mentor with the ability to manage soft and hard assets remotely would be essential.  Media technology issues associated with international government regulations, business affairs and monetization were complex and we wanted an executive who could utilize the firm’s extensive resources effectively to manage these areas with autonomy.

Some of challenges facing the new CTO

• Global Dissemination Across Multiple Media Platforms
• Optimizing and Upgrading Resources for TV, OD, OEM, Radio, Interactive and Mobile Partner Normalization
• Change Management
• Vendor Management in International & Domestic Markets
• Optimizing Sales Technology to Enhance Revenue Across All Platforms
• Centralize Control of International Technology Assets
• International Government and Domestic FCC Compliance
• Management of a Diverse Multinational Staff
• Attracting and Mentoring Staff to Facilitate Technology Initiatives
• Implementing IT Best Practices Internal & External to the Organization for Assimilation, Dissemination & Production
• Integration of media platforms for monetization of multicast products and services for new OTT and OEM initiatives.

Solution

Based on Filcro Media Staffing’s recruitment experience with prior advanced media technology searches and an awareness of other global media organizations technology infrastructures; compiling, verifying and vetting the initial search universe of 16 candidates took approximately three weeks.   With a finite number of appropriate media technology executives capable of moving the organization globally to their desired next generation of technology across all of the firm’s media platforms it was apparent who was qualified from a tactical perspective after the initial round of interviews at Filcro in New York.  NYC, Atlanta and Northern / Southern California were also productive, however NYC ultimately brought the search to fruition..

The OIC’s (Tony Filson) objective was to attract a media technology executives who would fit well within the organizations unique technology culture that was not steeped in layered “fluff”.  With all the media  technology executives, we recruited, currently under contract and well vested within their current broadcast and media conglomerates it was essential that the proper assurances be put forward while recruiting to attract the “ideals” who were exceptionally talented and considered very valuable to their current organizations. All the executive we brought forward exhibited the career progression and stability sought in the new CTO to maintain continuity in the client’s global technology organization as global normalization took place.

The current CTO needed to know that this incoming executive would not only assume the initial role prescribed but that he could take over the CTO position during a brief transition and afford the organization the growth and stability they were seeking  well into the future.  An extensive round of interviews in New York with the CTO, CEO and other senior level executives of the hiring company provided the assurances they were seeking that the proper media technology executive to assume the CTO’s position had been identified.  In the end, the person recruited was indeed uniquely qualified and the single most qualified candidate for the position globally.

The Successful CTO Identified

The media technology executive recruited and attracted by the Filcro Media Staffing OIC Tony Filson for the organization was currently managing (7) seven major TV broadcast and cable entities for one of the largest U.S. based multinational media and entertainment conglomerates in the world.  In his previous roles, this senior technology executive managed across every media platform relevant to the organizations diverse global media infrastructure to include: Multicast of Cable TV, Broadcast TV, Radio, Online, On Demand, OOH, OEM, OTT, Mobile and Advanced Wireless assets.

The executive was currently managing over 70 senior technology employees across The Americas, Europe and Asia with total technology and financial controls within these geographics for global dissemination.  His total reports on a dotted line and vendor management exceeded that of any other candidate by two fold.

With a proven history of efficacy in managing and introducing new media technology from a hard asset and human resource perspective he was respected below, on and above line by everyone who came in contact with him personally and professionally.  This level of respect by his peers and those who reported into him would also be an asset in attracting and retaining highly valuable media technologists for the client company.

One of the most challenging  aspects of this media technology executive search was negotiating the timing of the executive's release from his current contract due to a media industry merger.  At all times, this media IT executive exhibited traits inherent to someone with a fine character, intelligence and honor.  It was a pleasure working on this search with the current CTO and attracting such a gifted media IT executive to carry forward the firm's reputation as a leader in global media technology and broadcast entertainment.

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Filcro Media Staffing, leading technology recruitment for the media & entertainment industries

Filcro Media Staffing, Inc. All rights reserved, 1985 - 2017

Broadcasting
Multiplex Multicast Cable Television Network(s)

   
Director Global Distribution
Engineering & New Technology

Based: New York, NY  - USA

The Client

Cable broadcasting terrestrial distribution environment of one of the the World’s largest media and entertainment conglomerates with global and domestic distribution requirements. This Multiplex is considered the World’s eminent technological leader and premium programming provider in the broadcasting industry with unsurpassed MSO  and cross-platform dissemination modalities. These 14 distinct 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 combined Networks would continue global dominance with regard to broadcasting distribution and advanced operational technology.

Executive Search

Senior Director TV Network Distribution (TND)
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 Sr. Director. Filcro Media Staffing was called in when the situation had became critical for the Network(s) distribution based on affiliate adaptation deadlines of proprietary broadcast signal assimilation across all affiliates.

Synthesizing technology through the entire global distribution chain form NOC to Affiliate(s) was of paramount importance based on set-top-box (STB) and new CODEC roll-outs, the client required aggressive, creative and media focused recruitment indicative of Filcro Media Staffing’s recruiting history.

The unique skill sets, media experience and technology specific to global broadcast distribution required 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 immediacy and nature of the search Time Warner requested The Officer in Charge of Search  (OIC)  at Filcro Media Staffing be Tony Filson (TF).

It was the consensus of FMS-TF that a national search was not required based on TF’s knowledge of technology succession planning at two “ideal environments” to draw from that were located in New York City. However, additional national candidates sourced with proper experiences were also  presented by FMS to assure success if the “ideals” could not be attracted from within New York City based on a perceived compensation issue that FMS brought to rest.

Executive Search Members Industry and Sector inclusion:

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

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

Filcro Media Staffing is Retained

FMS met at the client’s New York City executive offices and was familiar with the culture and technology the new Director would have to assimilate into. Human Resources gave detailed guidance, in conjunction with the VPNTD to articulating the experience and soft/hard skills required. The department's culture presented challenges for someone who lacked exceptional soft skills.  A search document was quickly established and the client’s “ideal” was apparent to FMS from the onset. Filcro Media Staffing’s broadcasting technology recruitment experience with similar technical network distribution searches was utilized immediately to set a positive course of action and cadence.

FMS was provided with an overview of all Network/NOC (IT) and (BO&E) for terrestrial distribution. As this was a “multiplex” environment and few other competitors enjoyed their “current” technological superiority, flexibility for market driven catalysts to attract an ideal executive regardless of nomenclature/title without prejudice would be required to avoid 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 Advanced Wireless. 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 for a Director level executive.

The Network's global distribution objectives with regard to 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.  There would be no latitude in identifying a Director who could not hit he ground running.

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:

• 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” Network’s 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
• Cross platform multicast for the entire family of multiplex Networks

Solution

Filcro Media Staffing proceeded to Identify a “best in class” technology executive from a major U.S. broadcast and cable television network environment 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 in the event the New York candidate could not be attracted.

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 “capacity” 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.  This is where FMS had a clear advantage and ultimately brought the search to fruition.

The “Peter Principle” could not come into play for this executive looking at a 5-10 year plan based on technology and succession planning and possible divestiture or spin-off of MSO assets. 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 roll-out 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. This executive would have to be an evangelist to get affiliate buy-in.

Specific technology and broadcast IT vendors can be very challenging to work with. We required a person who could speak with a vendor, affiliate or the industry as a whole to “leverage the Network(s)” in such a way that “new standards” could be implemented to cause “others” to financially take technology initiatives that would ultimately benefit the Network(s).  This capacity to sell and evangelize new technology was essential as hundreds of millions of dollars of technology buy-in was hanging in balance.

Effectiveness through transparent persuasion based on technological, budget and media business acumen would be essential.

Successful candidate identified by FMS

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 soft skills in quickly gaining internal and external consensus of those he came in contact with.  This was a candidate, who had to be recruited and attracted by Filcro Media Staffing aggressively.

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. He was skilled at selling technology internal and external to the organization.

This executive was so familiar with the “broadcasting community” as a whole that he was also fit to “Chair” appropriate groups to benefit the Network’s attempts to set new standards 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 made others feel at ease as opposed to being under pressure; this 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” facilitated 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.  His strength with vendors was essential as he had to evangelize large technology spends all the way down the affiliate chain.

This executive scored very high on our “Harvard Profile”. The balance of hard and soft skills were 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 attraction.

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 also 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.

Filcro Media Staffing, All rights reserved, 1985 - 2017 Filcro Media Staffing - National and International Media and Broadcasting Executive Search Firms - Selected Case Histories

Director Network Distribution

Major TV Network
Broadcast Operations and Engineering Technology (BO&E)

Based New York City, NY - USA
Reporting FMS OIC reporting to Vice President Network Operations Engineering

Client

A diversified U.S. based global media and entertainment conglomerate with major television network, sports, cable TV, radio, print, publishing, outdoor advertising, entertainment and media holdings. The firm operates media businesses globally and this search was relevant to all domestic and international distribution of their broadcast signals on multiple media platforms.

Search

Director Distribution - Network Operations and Engineering Technology

Client Situation

The Vice President of Network Operations and Engineering had been searching for a Director with exceptional IT skills for over six months through other resources and was unable to identify a candidate that met all the technology criterion required for the Network’s future plans for global distribution to stations, affiliates, MSO, SAT and wireless partners.

Filcro Media Staffing had conducted previous searches for Manager, Director and VP level technology and engineering staff in the past and made the Network aware of an opportunity at a competitor that could be to the Network’s advantage, while working on another engineering and information technology search.

Industry and Sector inclusion

• Network Television Broadcasting - Engineering and IT
• Cable Television Broadcasting - Engineering and IT
• MSO Distribution - Engineering and IT
• Radio Network Distribution - Engineering and IT
• Satellite Network Broadcasting - Engineering and IT

Filcro Media Staffing is Engaged

FMS Officer in Charge of Search - Tony Filson (TF) identified, recruited and attracted the candidate to meet the following criterion:

• Design, implement, and manage transmission plans for television events worldwide and guide IT projrct management for implementation.
• Supervise the installation of complex systems and software for remote broadcast and telecommunications facilities
• Evaluate the most cost effective, reliable, and appropriate method of transmission routes and services operting in a zero tolerance-for-defects environment.
• Hire, train, and manage IT and engineering technical personnel and transmission service providers.
• Generate detailed budgets and quotes and approve and monitor spends to ensure financial goals
• Execute technology-driven project management responsibilities for implementation and operations guidance
• Coordinate the analog to digital and High-Definition conversion of remote satellite backhaul and fiber optic transmissions; including cost analysis, vendor selection, equipment procurement, and integration.
• Manage fiber network connectivity between the Network, studio, and broadcast origination facilities.
• Work internal departments on installation, activation and maintenance of new and existing circuits.
• Manage Disaster Recovery plan fiber infrastructure.
• Manage the annual budget process for the operating, staff travel, IT, expense, and capital budget lines for the Transmission and Broadcast Operations departments. Track and report variances.
• Create, compile, organize, and analyze key technical data and operational trends.
• Provide business analysis, reports, and recommendations to improve business and operational efficiency.
• Assist with long term strategic planning and new technologies research, traffic and facilities scheduling, vendor negotiations, and staff training. Maintain long-term contracts database.
• Provide information and analysis in response to technical inquiries for the global fleet of satellites.

Some of the biggest challenges facing the new (BO&E) Broadcasting Operations Director

• Locating resources internal and external to the organization and getting them to work in a cooperative manner, on time and on budget
• FCC Reporting
• Negotiating competitive business terms with IT vendors and clients
• Reviewing current operating expense statements, analyzing costs and developing new financial structures for technology
• Maintaining the accuracy of the delivery inventory and resources across multiple media platforms.
• Negotiating lease cancellations, subleases and contracts for idle delivery assets to be leveraged toward future delivery needs.
• Change Management
• Training
• Best Practices
• Advanced (IT) technology implementation that integrates all platforms globally
• New CODEC adaptation and development across multiple platforms

Filcro Media Staffing The Solution

FMS proceeded to Identify, recruit and attract a "best in the industry" broadcast operations and engineering executive who had worked in an advanced technology Network distribution environment for one of the Network’s closest competitors.

Filcro Media Staffing completed the search in 3 weeks.

The executive has made a smooth transition to the new Network and has proven to be a valuable asset in the global distribution and advanced technology surrounding the organization's broadcast operations and engineering divisions.

Media and Broadcasting Executive Search Firms -
Copyright © 1985- 2017 - All rights reserved Filcro Media Staffing

Broadcasting
Cable Television Network

   Vice President Network Traffic
  TV, OD, Interactive & Mobile Technologies

Based  Washington, DC - USA
Filcro Media Staffing reporting to Senior Executive Vice President

Client: A Media and Entertainment Conglomerate seeking to upgrade their traffic infrastructure from a management and asset perspective. This network with over 100,000,000 subs is advertising driven and will enjoy substantial growth based on programming initiatives from the parent company. Their facilities in Washington, DC will service all agencies as well as network sales offices in New York, Los Angeles, Chicago and Detroit.

Search: Vice President – Network Traffic - All Platforms

Officer in Charge of Search: Tony Filson : Filcro Media Staffing

Client Situation: The Executive Vice President of Network Sales felt it was essential to upgrade the traffic function internal and external to the organization. There was a clear need to enhance synergy to allow the network to have a system that they could grow into, as opposed to out of. The client needed to upgrade personnel, hardware and software along with management procedures. This systemic reorganization would require change management, formalized training and succession planning initiatives that did not exist before.

Executive Search Committee Member(s) Industry and Sector inclusion:

• Broadcasting Operations - Cable Television
• Advertising - Agency Side - Media
• Traffic, Inventory and Sales Planning Technology - Vendors

The EVP of Network Sales identified Filcro Media Staffing (FMS) and Tony Filson (TF) functioning as Officer in Charge of Search after conducting their own national identification efforts to identify the ideal traffic executive.

Filcro Media Staffing was retained.

The Filcro media Staffing Officer in Charge of Search Tony Filson and the EVP of Network Sales initiated and completed the entire search document after two phone calls. Based on FMS’s intimate knowledge of the client company and parent, along with extensive executive search experience in recruiting TV Broadcasting Network Traffic, Inventory, Planning and Operations executives, Filcro Media Staffing was able to proceed with the search the following business day.

The Filcro Media Staffing OIC and the EVP of Network Sales felt that setting a new standard for Network Traffic meant that “current internal means” were of no relevance to establishing “new” performance criterion, technology and management programs as they did not currently exist in a form that would be acceptable in the “new” traffic environment.

Tony Filson reviewed all hardware and software along with client supplied O&D charting to establish what resources could be utilized as part of the new Inventory and Traffic infrastructure. Understanding what changes had to be made from a Human Resource perspective, directly or on a dotted-line were very important as we needed to identify from the beginning current strengths and weaknesses from a skill set perspective prior to discussing “change management”. The intent was to train and upgrade as many current employees as possible prior to implementing any other changes with the exception of one “Manager” who clearly did not have the skills or capacity to be part of the “new” Network infrastructure.

The Executive Vice President of Network Sales admired different characteristics of modality and efficacy from other networks. Tony Filson established a search document that drew from multiple environments to set ideals that would be used during universe compilation.

Challenges facing the new Vice President of Traffic (VPT) were:

• Change Management
• Training & Development
• Budget Controls
• Adaptation of New and Old Technology to Client Needs
• Team Building - Sales - Sales Planning, Sales Services - IT - Traffic - Inventory
• Agency Partnerships - Enhancing Relationships
• Succession Planning

Solution: Filcro Media Staffing proceeded to Identify the "best in class" traffic executives from networks who presently exceeded the SUB’s of the client company. A proven record of success in dealing with technical ecology in a growing network was of primary interest. Based on the client’s current contractual hardware and software obligations, Tony Filson started with a universe of TV Networks and media companies that were based on similar infrastructures.

An executive capable of focusing, while maintaining an “open door”, policy on a holistic level would have to be identified. Employees, Clients and Vendors would all need leadership to properly implement such systemic positive change just prior to an upfront.

Team development was essential and with multiple offices located throughout the United States this executive would have to pull Inventory, Traffic, Sales, Sales Services, Broadcast Operations and IT together seamlessly regardless of geography.

One part of Tony Filson’s solution was to identify an executive who had also gone from a decentralized to centralized function in the past. This would solve many issues from the onset and let us concentrate on other skill sets. This “D to C” skill as we call it, usually requires a great deal of cheer leading and anyone who would be successful here, would have to be able to motivate many varied types of constituents.

As the EVP of Network Sales was so intent on setting new standards, it was easy to identify who was appropriate based on proven experience and success that coincided with his desired goals.

Successful candidate identified: A Vice President of TV Network Traffic based in Atlanta, GA. This VP of Network Traffic had Sales Services, Creative Services, Inventory, Programming, IT and broadcast engineering and operations all falling under his umbrella for Network Sales Operations.

This executive was responsible for all external and internal traffic functions for one of the most respected cable television networks in the world. The network as part of another major media and entertainment conglomerate was larger then the client company and everyone viewed this as a positive to facilitate accelerated career growth for the identified executive as he grew the Network’s traffic and inventory functions.

The new VP had also facilitated similar technology and management changes in his previous environment. From “above, on, and below line” everyone we spoke with saw this person as a catalyst who made things happen. A great number of his staff in his previous environment(s) were promoted and he allowed those people to grow in and out of his department which said a lot about his devotion to his employees, the company and his effective mentoring skills. This VP also managed a larger staff in the past and his ability to manage people and technology was proven on every level of concern to the Executive Vice President. The hiring of new staff and setting of new standards was something he enjoyed and was successful with many times in the past.

This VP had a very skillful way of managing resources and work flow. His methodologies were quite sophisticated and he understood development issues better than most Traffic executives. He was able to assimilate and disseminate information in such a way that everyone felt included in the success of a project or simple everyday work flow. When he was given multiple network (multiplex) responsibilities in his previous environment he was able to make technological, training, budget and efficacy changes that increased performance allowing sales to sell more effectively. His ability to manage budgets and increase revenue at the same time was an outstanding skill.  As the new Network was also becoming a multiplex this was an ideal fit.

The cultural fit was proper on every level and the transition from Atlanta to Washington, DC was very easy.

Note: This VP has been promoted to Senior Vice President and continues to be a valuable resource to the continued success of this multiplex now in 120,000,000 homes in the U.S. and additional subs OCUNUS.

Mobile	Cable & MSO	Broadcast TV	Radio	Online	Multicast & OEM	DOOH

  Filcro Media Staffing, 1985 - 2017 all rights reserved

• Additional Case Histories: http://www.executivesearch.tv/html/case_histories.html 
• This URL: http://www.executivesearch.tv/html/vp_traffic_case_history.html

Major Media and Entertainment Conglomerate
First Tier Cable TV Network

   Director
    Sales Planning Technology & Operations
  

Based - Chicago, IL - USA
Filcro Media Staffing Tony Filson reporting to
President Network Sales - New York, NY - USA

Client: VIACOM is a leading global media company, with preeminent positions in broadcast and cable television, radio, outdoor advertising, and online. With programming that appeals to audiences in every demographic category across virtually all media, the company is a leader in the creation, promotion, and distribution of entertainment, news, sports, music, and comedy. Viacom's well-known brands include CBS, MTV, Nickelodeon, Nick at Nite, VH1, BET, Paramount Pictures, Infinity Broadcasting, Viacom Outdoor, UPN, TV Land, Comedy Central, CMT: Country Music Television, Spike TV, Showtime, Blockbuster, and Simon & Schuster.

Search: Director Sales Planning and Sales Operations – DSP

Client Situation: The President was seeking greater efficacy on a tactical and strategic level to enhance revenue.

Executive Search (ES) Member Industry and Sector inclusion:

• Cable TV Network - Multiplex
• Broadcast TV Network - Major

The President identified Filcro Media Staffing Tony Filson (TF) functioning as Officer in Charge of Search. The firm has conducted numerous similar searches “above, on and below line” in the past and the familiarity with the ideal skill sets, culture and strategic initiatives relevant the Network’s practices were advantageous the the Network and assuring an expeditious search.

Filcro Media Staffing is Retained

The Filcro Media Staffing Officer in Charge of Search worked entirely with the President of Network Sales to establish a consensus of the type of improvements that were needed to enhance sales operations that could facilitate revenue growth. The President was very clear as to the specific functions and areas of concern that needed to be addressed in this geographic.

Filcro Media Staffing was provided with technical, sales, 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 Director of Sales Planning and Sales Operations (DSP). Specific tent pole events and preemption of programming in the past were examples of areas where wanted someone with a calm and collected demeanor when rapid changes were required. 

The current DSP was not appropriate based on the growth the Network had experienced recently and the additional growth that was anticipated in the near future. The President wanted this position to become more strategic as opposed to tactical and to grant greater autonomy across all traffic, planning, inventory, reporting, training and associated sales functions would be mandatory. By utilizing previous documents from other similar searches, a compilation of appropriate skill sets was utilized with latitude during universe compilation and tiering.

The hierarchy of desired skill sets and industry experience established placed great emphasis on the new DSP taking initiative and formulating practices that would increase efficiency across all areas relevant to Sales Operations and establishing enhanced lines of communication with Programming.

The building and mentoring of staff to proceed with strategic initiatives involving the Midwest and West Coast was essential. Greater stewardship was needed in the development of  soft and hard assets reporting into this DSP.

New software being reviewed at the time involved contract negotiations and establishing a new vendor relationship key to planning across three media platforms..  This technology upgrade required a person who was familiar with the review and implementation of new sales systems. The President wanted a Director of Sales Planning and Operations with the capacity to take ownership of the process as it related to a new joint IT and sales planning initiative where this new DSP would work as a committee member with the Network’s IT staff as they transition and train the sales assistants, sales planners, inventory, traffic and account executives over to the new system.  The ability to set a a clear syllabus  with benchmarks for HR Training and Development would also fall to this person.

Universe compilation and tiering had to be setup in multiple frames for this search. With so many variables involved it would ultimately be a compilation of skills and experience as opposed to specific weighting. It was essential to give the President everything he needed with different weighting variables so he could determine the strategic value of each candidate that we “first tiered”.

Filcro Media Staffing was very fortunate to have a President of Network Sales who had such a clear vision of where he wanted the Network to be from a market and revenue perspective in the near future. As opposed to him giving the search to a EVP, SVP or VP he opted to to take a hands-on approach assuring that the person was a proper strategic fit for his expansion plans.

Geographic issues were few. Chicago offered many choices as to where and how the firm would start universe compilation. Since relocation was also an option we started with the four primary markets relevant to a DSP and worked outward from Chicago.  Proper attraction on this market has generally been through relocation.

Of the targeted environments we established nationally as primary for universe compilation all were positive and relocation proved to be a moot point in the end but many of the candidates exhibited everything the president wanted in his “ideal”. 

Some challenges facing the new Director Sales Planning (DSP)

• Change Management
• Mentoring
• Ad Sales Planning
• Ad Sales Systems and IT Acumen
• Ad Agency Accountability
• Client Accountability
• Strategic Partnerships
• Financial Controls
• Optimization of Revenue

Solution: Filcro Media Staffing proceeded to Identify "DSP’s" with proven efficacy in every area relevant to the President’s initiatives. Subs and revenue targets were matrixed to allow greater access to high-pot Senior Managers as well as Directors. The Network is very much in a growth mode with 90MM+ subs and going strong.

An executive capable of focusing on sales operational team development and sales infrastructure was essential. The client base, advertising agencies, account executives and sales planning staff had to witness a “clear” difference in the policies and procedures being brought in that would enhance efficacy as well as the bottom line.  This new Director's soft skills were of key importance.

The strategic skills required would prove to differentiate the top four candidates but the tactical reviews we conducted offered greater insight into day-to-day running of the department and those that really understood the strains of an upfront, preempted programming, make goods and presenting the proper plan the first time. Avoiding ADU issues by improving process was something we wanted to accomplish not just through proper assimilation of media metrics but by properly applying these analytics.

Successful candidate identified:

The new Director we identified was very hands-on. She  was a skilled teacher in every area of concern to the President as confirmed in our skill set reviews:

Her ability to quickly review plans prior to being presented to the account managers for submittal to the client / agency and identify potential issues was exceptional.  She was known for accurately monitoring the reweigh / remix of all Upfront plans without the prior Director's shortcomings.

Experience and Proven Capacity

• Distribution of all MSA’s as well as overseeing client receipt of them in a timely fashion.
• Monitoring/approving the re-expressions of dollars.
• Monitoring/approving all sell-off requests.
• Monitoring/approving all cutbacks
• Monitoring/approving all planning rates
• Monitoring/approving the distribution of ADU schedules
• Monitor and prioritize sales planners’ workload and distribute work accordingly
• Supervise all sales assistant and sales planners
• Providing post summaries of all accounts
• Handling excess inventory and oversell situations
• Consultation and interaction with account executives regarding research materials, programming, added-value (vignettes, billboards) advertising needs.
• Interaction with network traffic department to gauge inventory availability, restrictions, specials, etc in determining make-up of proposal.
• Liaison with various departments on client's behalf when requested.
• Keep abreast of industry news via “trades” to increase and strengthen knowledge of Network position and get a general / broad understanding of what's going on in the industry. 
• Resolve order / invoice-billing discrepancies.
• Invoicing: research discrepancy, advise client, management, and finance by correspondence on results and if necessary adjusting.
• Daily review of national missed spot list to modify accounts by either makegoods or clients.
• Client correspondence and direct contact as necessary.
• Weekly group meetings with supervisors and staff to discuss weekly activity, resolve problems, and forecast.

Everyone involved in the search felt that all of the above should be second nature to the new DSP and that ultimately led to the identification of an extremely talented new Director for the Network.

 The new Director had functioned as the National Sales Planning Manager for (4) four Networks as a (multiplex) owned by a direct competitor of our client.

She was responsible for managing and training the Chicago Revenue Planning staff as well as being a liaison between them and various departments in New York including, but not limited to, the inventory control department, the traffic department, and invoicing department.

She created and tested re-weight / remix template for the various Networks new planning systems, rained Sales Planners to understand template, and continued to utilize templates to build plans as she Directed this environment.

Implementing office procedures to organize flow of information along the lines sought by our client and creating proposals for media buyers at advertising agencies by analyzing data and customizing it for demographic goals and budgets of specific clients were all part of her responsibility.

She also Analyzed and incorporated these demographics based on MRI data as well as other research tools in order to optimize our clients’ buys. Being extremely proactive and involved with the process of developing and maintaining client relationships to facilitate future business she was also responsible for overseeing the maintenance and delivery on all accounts and overseeing / executing cutbacks, sell-off requests, planning rates, added value requests, and re-expression of dollars.

Her ability to negotiate deals and present sales presentations to assigned sales territories and work with AE’s, V.P’s and above was proven.  Her development of four National Revenue Planning Departments to develop upfront and scatter planning strategies to maximize sales and meet the company's annual goals were just what the President wanted.

This new Director was identified in Chicago and no relocation was required.

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			Broadcasting Executive Search Filcro Media Staffing - Media Technology Search Group

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   A Specialized Media and Broadcasting Executive Search Firm

A Filcro Media Staffing advanced media technology executive search for review

• Telecommunications
• Broadcasting & Data Management
• Advanced Technology Research & Applications
• Utilities - CONUS / OCONUS Assimilation & Dissemination

Chief Information Officer CIO Executive Director The State of Iowa

Chief Executive Officer / CIO

Search  Chief Executive Officer – CIO - Executive Director - Public / Private Sector Hybrid
Based  Johnston, IA - USA
Search Firm   Filcro Media Staffing, Tony Filson functioning as Officer in Charge of Search
Reporting to  Executive Search Committee in Johnston, IA

Client

A government and private sector hybrid consisting of utility, telecom and broadcast components with some of the most advanced fiber facilitates and technology infrastructure in the United States.

These facilities service Consumer, Business, Government, DoD, Academic, Law Enforcement, Public Broadcasting, Research and Medical Communities with high-end digital voice, video and data services with hardened redundancy. These hardened facilities and human assets are located on a Federal Reservation within a secure military facility

Client Situation

An executive search committee was formed consisting of representation from each primary constituency to identify an executive search firm to conduct a national executive  search to identify a new CEO/CIO/ED without regard to title nomenclature in the private or public sectors.

The objective of the search was maintain technological superiority serving a diverse constituency with sophisticated technology needs that could continue to perform under the most adverse circumstances or scenarios to support CONUS and OCUNUS dissemination and assimilation for the interests represented by the executive search committee.

Filcro Media Staffing was retained to identify, recruit and attract a senior level advanced technology executive capable of transitioning the organization where needed strategically while recognizing and capitalizing on the resources and assets to be preserved. 

Executive Search Committee Member Industry and Sector inclusion

• Television Broadcasting
• Telecommunications
• Technology Research & Development
• Department of Defense
• Education
• Government – Legislative
• Government – Information Technology
• Medical Services and Technology
• Energy Utilities

The executive search committee (ESC) identified Filcro Media Staffing (FMS) and Tony Filson (TF) functioning as Officer in Charge of Search after conducting their own national identification efforts to review and identify the ideal executive.

Filcro Media Staffing is Retained

Filcro Media Staffing’s Officer in Charge of Search Tony Filson was flown to the client company, met with the ESC and commenced the search by first reestablishing a consensus of the ESC based on Filcro Media Staffing’s prior experience with similar searches consisting of diverse sets of private and public sector constituencies.

Filcro Media Staffing was provided with a tour of all technical and operational facilities to evaluate and review all hard and soft assets as they relate(d) to the skills required of the new ED/CIO/CEO. This tour was invaluable in garnering an understanding of a unique culture comprised of mixed Government, Utility and Business interests.

The diversity of the constituency on the executive search committee caused an unusually abundant skill-set and multiple industry experience requirement document, to be initially drawn. It was necessary for Filcro Media Staffing to establish a hierarchy of desired skill sets and industry experience to proceed with universe compilation and tiering. Filcro Media Staffing reported to an ESC consisting of seven (7) executives participating remotely by video conference at times. SEIT offered many advantages during internal consensus building.

Filcro Media Staffing was fortunate to have such vocal, articulate and free flowing input from the ESC. The establishment of the new document used for universe compilation was accomplished immediately once Tony Filson presented market and technology information to facilitate the committee's needs.

Due to political and proposed legislative issues the search offered many challenges. An executive had to be identified that could function within an organization that could possibly experience fundamental “core” changes in a brief period of time.

Some of the challenges facing the new Executive Director (ED) - CIO

• Change Management
• Resource Allocation
• Customer Service
• Adaptation of Technology to Client Needs
• Legislative Awareness and Formulation
• Financial Management and Budget Controls
• Reviews of all Vendor Partnerships / Relationships
• Human Resource Concerns

Solution

Filcro Media Staffing proceeded to Identify the "best in industry" chief technology operational executives and technology CEO’s and CIO’s with  proven records of success within similar corporate and technical organizations sharing ecology similarities with documented and effective modality that could be exhibited to the ESC.  Strategic business and technological leadership being of primary concern in advanced technology environments serving broadcasting, military, distribution and telecommunication interests with advanced self supporting IT infrastructures.

An executive capable of focusing on cohesive management team development that could be responsive to a diverse customer base was essential. The constituency had to witness immediately, traits that would facilitate efficacy in areas of this “vital concern”.

With an unusual need for “network client” competency assurances for advanced data dissemination at the onset, tactical, strategic and technological acumen was required to compliment effective mentoring skills related to “network clients” requiring 365/24/7 date resources with assured redundancies.

As the ESC was torn equally to the new executive being from the private or government / public sectors, we needed an executive with proven experience functioning within both worlds from a service perspective who was a technologist, honed executive and consensus builder.

The new CIO / executive director was recruited from a next-generation network services provider offering a comprehensive portfolio of network and broadband media services to companies, utilities and government concerns whose businesses require intensive amounts of bandwidth and reliability.

This technology executive serviced pre-and-post Regional Bell Operating Companies, Interexchange Carriers, international carriers, wireless companies, cable service providers, utilities,  major Internet service providers and media content owners.

This executive was also familiar with hardened facility requirements that are inherent to the environment and functionality of these unique facilities. His proven efficacy in managing and developing advanced IT infrastructure was ideal as he was a competent CIO, COO and CEO within both the the public and private sectors.

The executive was ambitious and an accomplished manager with proven abilities to identify areas of strength and weakness with hard and soft assets. He improved bottom line results in every environment he managed directly or on a dotted-line. He was pro-active and detail oriented with a hands-on team management style focused on the big picture and developing strategies to achieve objectives, yet he had the sensitivities to successfully manage the unique constituency issues of the organization.

His experiences in P&L, cost center management, business development, corporate environment IT, market strategy, product development, operations, turnarounds and call center operations were quite distinct from that of other candidates.  The compilation of this executive's work experiences and skills were a perfect fit for where the organization wanted to be in the future.

The cultural fit was proper from functional, technical, business and personal perspectives relevant to the present and proposed core changes of the network itself. His capacity to transition the environment and culture from a predominantly “military feel and culture” to that of a private industry technology resource provider was apparent also.

The executive had implemented market based pricing approaches in the past that improved average revenue per operating unit by 30%.

The executive experienced a smooth and speedy relocation and is performing exceptionally well receiving promotions and chairmanships of numerous entities relevant to the constituencies interests.

We found the executive to be an exceptional business person, fine gentleman and a respected member of the community.

Security and Senate confirmation was required and received for this CEO / CIO Executive Director who holds the title of State CIO of the most advanced private and public sector utility hybrids in The United States of America.

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