Chair (Current) at Habitat for Humanity
SGA Executive Tracker
Direct Office: (201) 735-7082
TESTIMONIAL: "SGA ExecutiveTracker provides me the opportunity to search a wide range of industries and executives within one system. The functionality is simple, but the results are robust. Tracker supports my recruiting efforts greatly, providing potential candidates, referrals, company profiles, corporate structures of leadership, and Bio's that give me an overview of the persons career. I researched similar tools and chose SGA ExecutiveTracker, because it's best at providing the in-depth information that I need to successfully recruit at all levels and functions within the organization."
– Annette F. Green, Director of Executive Recruiting, Brinker International
Working with SGA since 2004, Peter has focused on the creation and launch of the SGA ExecutiveTracker product as well as the continuing growth of the SGA ExecutiveTracker division. His experience includes driving significant revenue growth as President of idEXEC, an online business intelligence service, under both Thomson Financial and infoUSA, and the founding of Tactical Business Concepts LLC to assist Subscription-based Content & Software-as-a-Service providers with new product development and business growth. He was a key team member in the sale of idEXEC to Thomson Financial, as well as the subsequent sale of idEXEC to infoUSA.
Peter launched, and continues to manage, the ExecutiveTracker product & division, including marketing, sales management, strategic alliances. SGA provides clients with proprietary business intelligence, executive profiles, & company research through its ExecutiveTracker online subscription-based tool, custom research projects, as well as through content partnerships Peter developed with Lexis/Nexis, Sendouts, & Salesforce.com.
Peter is a Board of Directors Member and Fundraising Committee Chair at Habitat for Humanity of Bergen County NJ, and is the NJ Executive Networking Group Moderator for NETSHARE.
SGA http://www.sheilagreco.com specializes in custom research and subscription based online content and tools for HR, Executive Search and Sales professionals.
Q & A With Peter Malamas
Six Degrees: Tell us of your home world.
Peter: Dave thanks for inviting me to be interviewed on SixDegrees. I think you are providing us a great opportunity to connect on a more personal level with all the people we work with or hope to work with out there in the industry.
I live on what’s now known after a NY Times article 2 years ago as the “New Jersey Gold Coast”. It’s made up of several towns like Fort Lee, Edgewater, Hoboken, and Jersey City that are right across the Hudson River overlooking Manhattan. Hard to believe 30 years ago it was all industrial buildings, shipyards, and factories over here, now mainly high rise apartments and condos!
I have a wonderful 6 year old daughter who just lights up a room when she walks in. I have to say, as you know from personal experience too Dave, fatherhood has been one of the greatest developments in my life. Kids can really show you how to approach every situation as an adventure and positive experience, because it’s all new to them, I certainly learn as much from Alexis as she learns from me.
Six Degrees: What do you outside of your day to day professional activities?
Peter: I’m on the Board of Directors as well as Chair of the Fundraising Committee at Habitat for Humanity of Bergen County here in NJ. It’s a terrific organization that provides affordable housing for families in need. Two things I really like about Habitat are that we help families help themselves, they are required to put 400 hours of “sweat equity” work into their own Habitat home and also have to pay for the home. It’s not given to them, they make payments into an interest free mortgage. Also most of the work we do is all here in our own communities, so we get to see the result of our good works of Habitat and improving our own neighborhoods all around Bergen County. It’s pretty satisfying.
For fun, I have had motorcycles and trail bikes since I was a kid growing up riding the trails in Massachusetts. Then I rode sport bikes for a long time, and when I got my first Harley a few years ago I found myself riding it more than the sport bikes and going on longer rides. So now for pure fun I like to ride my motorcycle in the country. You really can reach a kind of Zen-like experience riding up there. Riding in the city is a great way to get around Manhattan and it’s very easy to find a parking space, but dodging yellow cabs on 6th Avenue on a Harley isn’t exactly as relaxing as a ride by the lakes in Harriman State Park!
I plan to mix my hobby and my charity work, we’re planning the first Habitat Bergen Bike Run Fundraiser for September 2009.
Six Degrees: How did you get started in the staffing industry?
Peter: Actually Dave I never have been a recruiter, although I have been a hiring manager for most of my career. On the candidate generation side I have been very focused on the related field of “business intelligence” since I moved to NYC in ’94. I started that part of my career in sales at a small product division of Knight Ridder’s Business Info Services called Finex, which at the time was a part of KR along with Lexis Nexis. We were a business information company specializing in Executive Profiles and Company information. Recruiting firms and Sales organizations used us, they both were very interested in contacting the right executives at U.S and Global firms. The product was generating less than a $1mil when I started. I then worked my way up to leading the sales team and then President of the company, brought the product online, and along the way we grew the company to about $6mil and renamed it idEXEC. We sold it twice, so I was President under three different parent companies including Thomson Financial and then infoUSA/infoGroup. After 9 total years at idEXEC including three years of growth under infoUSA/infoGroup I left to do my own thing.
I then setup a consulting LLC to work alongside clients in long-term engagements called Tactical Business Concepts. http://www.tacticalbc.net That’s how I connected with Sheila Greco and SGA (Sheila Greco Associates) four years ago.
Do you have a mentor to whom you attribute your overall outlook on recruitment, capabilities, and/or model your career after?
Peter: Well when it comes to answering both of the above questions I really look to Sheila as the main influence on me. Her taking me in to help bring SGA into the online data world and start the ExecutiveTracker business was the reason I got more deeply involved with the Recruiting marketplace, and she is also the one responsible for teaching me about the internals of the Recruiting industry. It’s been a great relationship because as we work together we draw on similar experiences, we both are entrepreneurial and have been in the driver’s seat for multi-million dollar companies, but from different industries, the recruiting world and online information. That provides a great... and sometimes crazy... environment where we are constantly bouncing ideas off each other and moving quickly to launch new ideas.
I not only admire Sheila’s creativity and energy in growing a great business and building a great team at SGA, but I have also learned a lot from Sheila on work-life balance. I have a lot of respect for her focus on her family. She is always there for her son Joey while meeting the demands of running the SGA business. Needless to say Sheila has a LOT of energy to accomplish all that. Anyone that has ever met her can confirm that opinion! Sheila’s has built a great team that she can trust to help run the business including Joe Morse, Mary Maines and Tere Masters, just to name a few. People tend to stay with Sheila. At four years with SGA I’m actually the “new guy” among the group I mentioned!
Six Degrees: Tell us more about your position, responsibilities, and size of your organization:
Peter: ExecutiveTrackerPro is a product line that’s integrated into the full range of services provided by SGA http://www.sheilagreco.com that support the recruiting process. SGA’s specialty is finding “passive candidates”. It’s that full range of services that is our greatest strength because we not only have an online passive candidate database, which is unique because it is telephone verified, but we also specialize in the custom research, name generation, and Traditional Research that fills in the gaps not addressed by all the online products out there.
It’s funny Sheila and I joke often about my job description. While officially I help lead the Tracker division, including product management, marketing, sales, and strategic alliances such as Lexis/Nexis, Sendouts, or salesforce.com, I really get involved in more than that. Whenever anyone asks my job description I usually say my job description is “Sheila let’s me know whatever we need to accomplish and then I go figure out a way to get it done”. I’m only half joking since one day I may be evaluating the terms of a client contract, while the next day I may be giving a product demo, creating a marketing email, or dealing with a user interface design issue. In an entrepreneurial environment you become even more goal oriented and a little less focused on an official job description. What’s great about that environment is the diversity, you’re working on technology, sales, customer service, marketing. That keeps things very interesting. It’s always great to be interested and still learning something new every day. I especially enjoy the constant contact with our clients, and telling new people about our service.
Six Degrees: (A) What other companies' recruiting operations do you admire or have heard are best-practice examples?
READ MORE AT SixDegreesfromDave.com, HERE…
rt if in addition to volunteering,) –New Hope village –offering services to people with disabilities, Avon Walk for Breast Cancer
• Office/Cell Number; 415-613-5863
• Personal Email – firstname.lastname@example.org
Jacki Leonard is a strategic leadership professional with a focus on defining and implementing business strategies that surpass expectations. Expert in mentoring, coaching and developing teams to achieve their ultimate potential and exceed company goals. Hands-on approach to business development, working with account managers to develop strong client relationships and ensure value is being added. Strong business managment experience with focus on budget/P&L and corporate goals.
Her specialties include Team leadership, Critical Thinking Skills, Training & Development, Managed Service Programs, Recruiting Strategy Development & Execution, Strong Client Relationships, Business Development, P&L Management
Q&A with Jacki Leonard
Six Degrees: Tell us of your home world.
I have the great fortune of living in one of the most amazing cities in the world, San Francisco. I relocated her 14 years ago from Seattle, Washington, another great city. I live in a cottage in the heart of the city and enjoy all the friends and family who come to visit (although, I do wish I had a bigger house ). My cat, Riley, spends most of hers day sunning herself on the deck –that is, when we have sun. This city offers a great balance for me – it is very fast paced, lots of hustle and bustle but there are also many great things to do outside –like Golden Gate park –one of my favorite things to do on the week-ends…take a long walk in GG park –either to the museums or to the ocean.
I’d have to say my greatest interest and one of the reasons I work so hard, is to be able to travel. I’ve been privileged with visiting much of Europe but some of my favorite places are; Prague, Moscow, Stockholm, Paris, Copenhagen, Sorrento and the Amalfi Coast. I can’t think of a prettier place than the Amalfi Coast! Who knows where my next adventures will take me, but be assured –they’ll be some place amazing.
Six Degrees: How many years have you been in the staffing industry?
JACKI: I’ve been in the staffing industry for 19 years (for those of you doing the math, I started when I was 12 )
Six Degrees: How did you get started as a recruiter?
JACKI:Funny story how I began my career in this industry. I had just moved to Seattle and wasn’t sure what I wanted to do for work. I registered with Adia (now Adecco) and they sent me on a one week receptionist position for a shipping company. I had come from the restaurant business prior and was running at about a hundred miles an hour, so sitting at a desk waiting for the phone to ring was really painful. After my 1 week gig there I registered with Volt. They immediately offered me a temp job in-house to do some project work; one thing turned into the next and before you knew it, I was hired as a recruiter assistant. I quickly progressed up the later and was promoted to recruiter after 2 months.
Six Degrees: What single event had the most impact on your sourcing/recruiting career?
JACKI: That’s a tough one. I can’t think of a single event but I did learn early on that building your network and staying in touch with people is a key part of your success. I can’t tell you how many times a past candidate has turned up as a potential client someplace…and I was always thankful that I had treated them with respect.
Also, there are so many great tools available to recruiters today but none better than referrals (in my opinion)…so, keeping those relationships going is huge!
Do you have a mentor to whom you attribute your overall outlook on recruitment, capabilities, and/or model your career after?
JACKI: I’d have to say I have a couple of mentors. Margie McKay was the Senior Vice President that I worked under for the last 14 years of my career. She was incredibly innovative, took risks and was willing to give those that she trusted and believed in, chances. Margie taught me that a good leader/manager is someone who has developed a strong team around them. She focused on ensuring that our recruiting practices were solid – we did what we said we would do. We provided exceptional service to our clients and our candidates….you treat everyone with respect. It’s a basic concept but one that I think is often forgotten.
My other mentor would be Debbie Crandall. She was my manager for 2 years at Volt and is now the CEO of Parker Staffing in Seattle, WA. Debbie is a very astute business woman. She is driven, motivated and passionate about what she does. She had a big influence on me as she pushed me to get out of my comfort zone –try new things, be creative and take risks. I am a much stronger and better recruiter, sales person having worked with both Debbie and Margie.
Six Degrees: Tell us about your job
JACKI: Most recently I worked as a Regional Manager for Volt Workforce Solutions in the Bay Area. I was responsible for the development and profitability of 6 branch offices and 3 on-site managed programs by setting strategic priorities, driving sales/service expectations, designing recruiting strategies and coaching/developing staff. Our area of specialty was; Administrative, Sales/Marketing, HR, Acct/Finance, Customer Service, Assembly/production.
I also was responsible for a team of Professional Search Recruiters who focused on Technical, IT, HR, Sales/Mktg and Acct/Finance.
Six Degrees: (A) What other companies' recruiting operations do you admire or have heard are best-practice examples?
(A) There are so many companies out there that continue to excel at recruiting; it is hard to just identify one or two. I think the best one’s continue to progress, use new tools and technology and don’t rest on their laurels. I would have to say that Microsoft and Google continue to be creative in their approach.
(B) In what aspects are they superior?
JACKI:Creativity, thinking outside the norm and continuing to see the value in proactively building their pipeline.
Six Degrees: What recent general news story or industry trend do you feel will have an impact on your work in the future? Why?
JACKI: Social media by far! We have entered a new era in the way we do business, communicate, look for work, network etc…..It is moving and changing so quickly. It is fun to see companies embracing this approach and jumping on the bandwagon to attract top talent via the various outlets. Another area that I see continually growing is the use of videos in the hiring process, whether as part of the resume presentation (video introduction) or as a cost and time savings approach for initial interviews. Budgets are extremely tight now and will continue to be…even when things improve, which they will, I believe companies will still be conservative in many areas –and travel costs will most likely be one of them. The use of video technology will continue to be an efficient way of not only interviewing their candidates but building and keeping their pipeline warm for future needs.
Six Degrees: Tell us about your broader involvement within the staffing industry.
JACKI: Over the years I’ve been involved with various networking group and associations –such as SHRM, NCHRA, CSP, and SF chamber of commerce – all very good associations. Additionally, I try to attend as many business conferences as possible to network and learn from the experts. Most recently I attended the Professional Business Women’s Conference in San Francisco. This event was kicked off by Peter Lencioni –who wrote the management books – ‘5 Dysfunctions of a Team’, ‘Death by Meeting', He was a really great speaker with amazing insight and passion for what he does. This event had had more HR/Recruiting professionals speaking than I’ve seen in the past. It was great to get the corporate perspective on how they are using social media to attract talent and how they are handling the downturn in the economy. They are all doing more with less…which has been the theme for the past 9+ months. But everyone was very optimistic and preparing for a healthier 2010.
Six Degrees: Can you detail how the recession has affected your particular industry niche?
JACKI: The industry I was in has been hit quite hard…staffing companies are typically the first to feel the recession coming on and the first to see its recovery. There have been quite a few reductions in force, which many companies needed to do in order to stay financial stable and strategic in their approach.
Six Degrees: Aside from simply the generic term “Networking” what specific efforts have you made on your own behalf, or on behalf of colleagues to broaden your opportunities.
JACKI: I’ve been using LinkedIn a lot lately to connect with other professionals throughout the area. I’ve found most people are extremely receptive and willing to help and provide information when they can. I think reaching out to as many people within the type of work your are looking to get into is one of the best resources out there.
Six Degrees: Given your own Trial and Error experiences as a Networker, what advice do you have for your peers on what NOT to do?
JACKI: Be careful not to ask for a ‘favor’ or help right off the bat. People don’t know you yet….they need to see/know ‘what’s in it for them’ too…..networking takes patience and persistence
Six Degrees: What is your next career goal? What do you need to do to get there?
JACKI: My ideal position would be to get into the Corporate side of the business. Work as a Staffing Manager, Talent Acquisition Manager within a mid-large company. I know my background and experience in the staffing industry will transition quite nicely.…
d the discipline of sport as a powerful educational tool.
One day, following an inter-schools athletics meeting, he ended his speech with fine oratorical vigour, quoting the three words "Citius, Altius, Fortius" (faster, higher, stronger).Struck by the succinctness of this phrase, Baron Pierre de Coubertin made it the Olympic motto, pointing out that "Athletes need 'freedom of excess'. That is why we gave them this motto ... a motto for people who dare to try to break records." This phrase, "Citius, Altius, Fortius" is the Olympic Motto.The Olympic Game is the international arena viewed by millions where the athlete's spirit, mind and body endeavour to excel and achieve the higher standard than the presently existing ones; thus fulfilling the Olympic Motto. THE OLYMPIC CREEDPierre de Coubertin got the idea for this phrase from a speech given by Bishop Ethelbert Talbot at a service for Olympic champions during the 1908 Olympic Games. The Olympic Creed reads: "The most important thing in the Olympic Games is not to win but to take part, just as the most important thing in life is not the triumph but the struggle. The essential thing is not to have conquered but to have fought well." The creed and motto are meant to spur the athletes to embrace the Olympic spirit and perform to the best of their abilities.
The Business Case....
WIN WIN...You be the judge.
London Business School
Spring 2012:The worlds of business and sport are more closely related than ever before." Georgina Peters explores the mutual attractions.
The lure of sport
Sport is global and dramatic; people identify passionately with the participants; there are winners and losers. It is a source of constant fascination for all in the business world for two other fundamental reasons. First, over the last fifty years sport has become a huge, global business, employing some of the brightest and best people. The commercial numbers are impressive and growing. In the sporting world, brands can be created from next to nothing – witness the astonishing success of the cricket’s Indian Premier League where few eyebrows are raised when a lesser club such as the Rajasthan Royals is valued at some $33 million.
Second, excellence in sport has close and obvious parallels to excellence in business. The greatest sportsmen and women share the same focused, dedicated and passionate beliefs seen in those who are successful in the business world. Finance and performance are an irresistible combination.
The commercialisation of sport is a relatively recent phenomenon. It hasn’t always been like this. Formula 1 drivers and cars are now festooned with the logos of their backers. But, commercial sponsorship was only introduced in 1968. In the mid-1960s Formula 1 cars carried national colours rather than a thousand brand names. Equally, shirt sponsorship on football shirts was not introduced in the English league until 1978.
If you wish to identify the moment when business and sport became inextricably intertwined as good a moment as any is the 86th Session of the International Olympic Committee in New Delhi in 1983. Horst Dassler of Adidas made a presentation to the 78 IOC members in attendance. “You, the IOC, own the most valuable and sought after property in the world. Yet the Olympic rings are the most unexploited trademark in existence. No major corporation in the world would tolerate such a situation.”
Dassler’s pointed observations set the IOC down a more commercial route. Soon after, it began bundling Olympic rights together into four-year exclusive marketing packages. This offered companies one-stop shopping for their global Olympic involvement.
The first four-year period with the Olympic Partners (TOP) programme operational covered the Calgary Winter Games and the Seoul Summer Games between 1985 and 1988. It involved nine partners and generated $96 million. The programme has gone from strength to strength ever since. Covering the Torino and Beijing Games, TOP generated $866 million for the Olympic Movement between 2005 and 2008 (up from $663 million during the previous four year period). From being on the brink of bankruptcy after the Moscow Games in 1980, the Olympic was re-invented as the ultimate sporting brand.
The balancing act
“From a marketing point of view, the Olympic Games are beyond value. No wonder, then, that companies are prepared to go to enormous lengths to be associated with the Olympic rings. For the official sponsors and the TV companies that possess the broadcast rights to the Games, the rewards can be spectacular,” says WPP CEO Sir Martin Sorrell. “But it is because they remain true to the Olympic ideal that the rings retain their magical aura. The Olympic brand, in all its associations, has to strike a delicate balance between financial stability and selling out to the god of mammon. That it has managed to do so is testament to the way the brand has been developed, nurtured and protected over the past two decades.”
As Sir Martin Sorrell points out, the relationship between sport and finance is a delicate one. The growth of the Indian Premier League in cricket has been accompanied by an explosion in betting. Three Pakistani cricketers were jailed in 2011 for a betting-related incident. In this and other ways commerce can be seen as a pernicious influence. In a number of sports the demands for more product to put on the world’s television screens is drowning out the athletic realities that sports people on the line for the sake of ratings.
The Olympic Games remains the benchmark. It appears to have blended modern-day commercialism with abiding core values. Olympic stadia remain free of advertising for example. But the balance is always difficult and will become ever more so as sport and finance become more truly global.
The financial side of sport is one thing, quite another is the practicality of making sport happen and the nature of great sport.
For those in business, the event is an impressive feat of logistics. Organising an Olympic Games or any large scale sporting event is a massive undertaking. They offer compelling lessons in project management, supply chain management and logistics. The opening ceremony of the Olympic Games cannot be delayed by a week or two. It has to happen on time – though, it must be said, not always on budget.
In an interview with Business Strategy Review, Lord Sebastian Coe, one of the leaders of the London Olympic Games, gave some idea of what is involved in winning the Games in the first place and then delivering them: “A successful bid is, essentially, a successful communication programme. You need to be able to explain exactly how you are going to deliver, in the space of 28 days, 26 simultaneous world championships — and then do pretty much the same with 20 Paralympic world championships. The host city has to cater to 10,500 athletes, 4,500 Paralympians, 800,000 visitors and 22,000 journalists. As part of doing that, I believed that we had to answer the question: Why are we doing this? And it wasn’t until we started to articulate, internally as an organisation, that it was about using the games to inspire young people to participate in sports that we each understood what we had to do.
“Of course, a bid is very different from the delivery stage. For the delivery, you start out with the bid team and then you build on that. You determine the skills sets you need to manage: the siting and building of the venues, the marketing of the games, ensuring the infrastructure needed for moving people around — and the people with those skills tend to come from outside of the world of sports. My chief executive was chief operating officer at Goldman Sachs for many years. My human resources director ran HR at the BBC. My communications director was, essentially, doing pretty much that job at the Sydney Games. Our commercial director was one of the founding fathers of Sky Television. And we have a Paralympic director of integration who has won more medals than any other Paralympian in history. We’ve brought the best of the best to the table.”
Leading by example
As Sebastian Coe powerfully illustrates, the human side of sporting performance is the other abiding fascination of those in the business world. Teamwork, the need for excellence, the relationship between the individual and the team, leadership and motivation are among the constant themes of both business and sport.
Sporting leadership has become more complex and subtle. Players are rewarded as never before and under constant media scrutiny. Faced with an under-performing group of multimillionaires, the old ways of leading and motivating no longer work.
In their book, Why Should Anyone Be Led By You?, Rob Goffee and Gareth Jones tell the story of an incident when Glenn Hoddle was the coach of the England soccer team. David Beckham was practising a particular skill. Despite trying it repeatedly he couldn’t master it. Hoddle, once a great player himself, took the ball and perfectly demonstrated what was needed. Great leadership? In some situations the fact that the leader could actually practice what he preached would be seen as a good thing. Not so in the eyes of the English team. They regarded Hoddle’s behaviour as a personal insult to Beckham. He had shown Beckham up in front of his team mates. This confirmed their view that the coach was full of self importance.
Of course, the case for subtle forms of leadership may be overstated. In the football world, research by Deloitte proves that the higher a team’s wage bill, the more likely it is to be successful.
Whatever happens at the 2012 London Olympic Games, drama and personal achievement can be guaranteed, but so, too, can unprecedented logistical, financial, marketing, organisational and human resource achievements.