Mission Statement

"If we haven't reached Star Trek yet then our work isn't done".  What does this mean?  Executives should be able to make decisions with real time data from anywhere (i.e. mobile devices, desktop etc).  In that classic TV series - you could just say "Computer, tell me such and such..." and the information would be instantly made available.

A company that aspires to this kind of information nervous system is guaranteed to improve productivity, empower its staff and outperform its competitors.

Business Experience Summary

Although adaptable and open to new challenges, my expertise is fine tuned for the entertainment business - specifically for TV and Film Distribution.  It includes hands on knowledge of processes and systems such as:

Cinema Bookings and Exhibitor Settlements
Contract Revision Management
DVD Manufacturing and Fulfillment Management
Financials (GL, sub ledgers, cash position, etc)
Prints & Advertising Cost Management
Project/Resource Management
Producer/Royalty Reporting
Rights Management
SOP Models
Website Build/Management

Management Philosophy

Understand, Coach, Empower and Support. 

Understand

"It's hard to respect a general who can't load a rifle."  A manager should be able and prepared to do the trench work.  It enables them to properly assess what their staff are going through and stand in when necessary.

"If you're going to help a one armed man to drive, you'd better tie your arm behind your back."  Simply put, if you intend to understand and build solutions for business groups then you had better nest yourself within the day to day of their issues.

Coach

A manager has the responsibility to provide timely feedback and clearly set expectations.  This may seem straightforward, but too often problems are not dealt with immediately, employee's get a false sense of "doing an ok job" and are then surprised at their yearly reviews. 

Nothing is more satisfying than knowing that you're playing a critical role and doing a great job.  An expectation not met, needs to be communicated right away - so that the satisfaction can flow all around.

Empower

People perform best when they are trusted and given the power to make change.  A manager needs to delegate projects and clearly transfer ownership.  Staff so empowered, outperform, because they know, make or break it - it's their sole responsibility.

Support

You had better be there for your troops.  Ultimately, it's the people below a manager that matter.  If they perform, then she/he has done well.  Supporting them implies recognizing this relationship.  It includes:

• giving credit where credit is due - when projects succeed, make sure their names make it to the senior stake holders
• always maintain an open dialogue
• provide them with the tools necessary to make it happen
• don't pass the buck - failed projects are your failures, shield your staff (discipline them in private)
• prepare your heir - a manager should always be grooming for her/his own replacement - that time will come, and the company should be ready to continue onward and upward after your departure.

Above all, make sure you show them decency and respect.  A manager who aspires to all these things will be best equiped to a lead a team to success.