Light Reading Senior Editor Jeff Baumgartner recently caught up with Dzuban to reflect on the past ten years at SCTE and what's ahead. An edited transcript follows.
Light Reading: As you look at your role at SCTE, how has it changed the most in the past ten years?
Dzuban: If you're going to run a business, you have to understand where your strengths and where your weaknesses are. Here's what I'm good at and here's where I could use some additional set of eyes and someone to bounce a few ideas off of.
Most of my background was starting companies new. Rebuilding a company is totally different. There's infrastructure and people and process here already that now needs to be considered on how to get to the next level.
At SCTE... there were a lot of methodologies and approaches that were done for a long period of time. So how do you change that? It was a different model I had to learn [compared] to a startup, where I could hire folks that I knew and where their skills were and were proactive and entrepreneurial. Part of the learning with me is, how do I work with people and evaluate the process, put plans together to modify it? You can't do it in one sweep. You can't move the train off the tracks and not deliver. You have to make these changes while executing and continuing to improve the skill sets of the people and the relationships with others in the industry, like NCTA and CableLabs and The Cable Center , and WICT [Women in Cable Telecommunications (WICT) ] and CTAM [Cable & Telecommunications Association for Marketing (CTAM) ].
I learned how to play within the rules of a non-for-profit while organizing a spirit of culture that took time, because not everybody adapts in a timetable. And some people don't adapt at all. It's not a matter of who's good or bad; it's a matter of who aligns with the needs of the business and business that has to be agile and almost reinvent itself pretty frequently.
It's taken a while but I'm just thrilled with our team. I think we're in a good place.
Light Reading: You mentioned that SCTE had to go through a rebuilding. How has SCTE evolved the most in the past ten years to deal with all of the changes occurring in the broader industry, whether it's competition and consolidation and other factors that are affecting the industry? (See Five Signs That the US Cable Industry Is Fracturing .)
Dzuban: Once you do the analysis of what do we need to do different, then you can build the organization to change. We brought in our first CTO. We needed those technical skills.
One of the significant changes, from a not-for-profit perspective, was there were folks who were sitting here waiting for direction from volunteer leaders who were very busy. I changed that paradigm to not be passive, waiting for things to fall from the sky. It's to take initiative and to be proactive to solve problems and not passive and waiting for a volunteer to tell you what to do.
We created a cultural difference... Everybody needs to take a leadership role. And to inspire others.
We're all here because we love our jobs. It's not just a paycheck. That was a big change. It was not just a job. Some folks came in late and left early. That can't happen. This is a dedication... a real commitment, and you need to love what you do.
We have an NPS [Net Promoter Score] program. We annually look at our scores. What does the market feedback say?
Light Reading: NPS scores is a measurement that a lot companies rely on. How has SCTE fared?
Dzuban We had some challenges with changes at Expo through consolidation. They [the cable operators] are all focused on the bottom line and getting folks focused on doing their jobs. And there's consolidation in the vendor community.
Our NPS scores have shown that we can do better and I think Zenita [Henderson, SCTE's VP of marketing and business development] and the team responded to the NPS scores, which we navigate by and made some very significant progress and I think actually a quantum leap from some of the things we needed to do.
Light Reading: Another change that comes to mind is your greater international focus with the other piece of the organization. Why was that necessary and what drove the decision?
Dzuban: As we solved problems in North America, the whole notion of these problems were fundamental physics in many cases [that can be applied] on a global basis. As LGI (Liberty Global) emerged, there was certainly more interest from an international basis. Certainly things stepped up in Latin America. Expo also started to see attendees go from 30 to 40 to, at last count, 60 countries that were very interested in what we do.
And a lot of content we have is fundamentally English content that just requires translation because the physics is the same. Now we have [programs and materials in] German, we have Spanish, we have translations that we are looking at in Chinese and Japanese, and we'll probably see that this year -- and other languages through partners that do the translations in the right dialects.
It's not taking a lot of energy, but it's expanding the footprint with far more influence around SCTE and our ability to drive our mission, which is to accelerate the deployment of science and technology to the advantage of our industry.
— Jeff Baumgartner, Senior Editor, Light Reading