The people equation
Advertising, systems and processes weren’t the only things that changed. The people in the company had to start thinking in new ways.
“There were lots of good people on board, but the people were very comfortable in the situation, and the market had changed,” says Signorino.
To revitalize the employees and reposition them to relate to a more modern set of consumer sentiments, Signorino brought in new ideas and an outside vision, and changed the variable compensation plan for managers.
“I added more upside driven by meeting performance hurdles, with the idea being that the plan is designed to drive performance,” he says.
Being able to assess the team is a critical skill for any CEO.
“Once a team demonstrates they can work together, a CEO or president needs to assess the players,” says Signorino. “In doing that, I look for intelligence, integrity and imagination to see the business not only as it is today but as it could be, and they need to have the initiative and drive to make it happen.
“I look for team members that take their work, but not themselves, seriously. To be a true team member, people must not have overly large egos, and they should have a sense of humor, so they are fun to be around. We work long hours, and people like that make the job interesting and rewarding.”
Signorino’s goal is to take the firm from its annual revenue run rate of approximately $400 million to double digit growth within three years on the top and bottom lines, with the bottom line outpacing the top line. In addition to a more financially sound organization; Signorino wants to leave behind a new culture as his legacy.
“What I’d like to build is a culture, because cultures perpetuate beyond any one person,” says Signorino. “It’s how we act, go to market and how we behave. You outline it like a blueprint, and then you deliver on your commitments, seek change, focus on people and on quality.”
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