How Mark helps
Barrington Technology helps broadcast and media leaders test whether a major technology proposal can be delivered before they commit. When work is already under way, Mark can lead the client team through the decisions that remain open.
Start a conversationBefore approval or during delivery
A proposal may depend on assumptions that have not been tested. In delivery, unresolved choices can surface as failed tests, supplier delays or launch risk.
Before approval
A supplier's date may conflict with the test plan. The architecture may work on paper but create costs or operating problems the business case does not include.
Mark examines the proposal with the people who must deliver and operate it. He tests the assumptions that could change the decision and identifies the questions that remain unanswered.
Leadership can decide whether to proceed and which conditions must be met.
During delivery
An architecture change can alter supplier work or testing. If no one resolves the conflict, teams keep moving against different assumptions.
Mark can lead that phase directly. He works with the client team and its partners to make the open decisions and keep the current work consistent with the approved plan.
The team resolves conflicting assumptions before they cause launch or operating problems.
Recovery
Missed commitments and failed tests can make the next promised date meaningless. Mark works with the client to establish what has changed and which decisions must be remade. Together, they assign responsibility for the remaining work.
The next commitment reflects the current facts, not the original plan.
Working with Mark
The first conversation identifies the decision or delivery problem. If Barrington Technology can help, you and Mark agree on the question he will examine and the people and information he will need. You also decide where his work should end. If he will lead part of delivery, you agree which decisions he can make and which stay with the client.
A decision review may end with Mark’s recommendation and the reasons behind it. If the initiative needs hands-on leadership, Mark can take responsibility for the agreed part of delivery.
An interim executive role is also possible when the client needs Mark to make technology decisions across several parts of the business.
Experience behind the work
For a broadcaster entering the FCC spectrum auction, he wrote software to test station bids before the company committed. Winning bids generated $84 million while the broadcaster kept its station portfolio.
Read the spectrum and launch examplesDelivery responsibility
As Orby TV's chief technology officer and co-founder, Mark led the technology work for a national service that launched in under one year and on budget.
Start a conversation
The first conversation will establish what is unresolved and whether Mark’s experience matches the work. A few sentences are enough.
Start a conversation