Kurt Takahashi, the new CEO of Pelco, says he will provide collaborative leadership to help build the Pelco team, work together hand-in-hand with team members, remove barriers and lead the company forward. He brings industry experience and relationships to the new post that will translate into new opportunities. Takahashi joins Pelco from AMAG Technology, where he served as President for the last couple of years. Earlier, he had stints at ADT, Tyco and Quantum Secure, where he was Global Vice President of Sales and Marketing.
“This was an opportunity to join a brand that has deep, rich and far-reaching history,” says Takahashi. “I couldn’t resist the opportunity to come into a company such as Pelco and be able to make a difference.”
Improving the fundamentals
Takahashi acknowledges that Pelco has slipped in the last 10 years from its position as a market-leading brand. To address the situation going forward, the company must “improve fundamental things,” he says. Those fundamentals include keeping the customer first, putting the right people in the right roles, and executing technical support well.
Keeping the customer first, putting the right people in the right roles, and executing technical support well
“We have to provide customer service from when we receive an order, to acknowledging it, to processing it and shipping the order,” says Takahashi. “Another piece is to deliver revisions to a product in a faster time period and introduce new products to the market in a timely way. In terms of market presence, we learn that people haven’t really heard from Pelco in a while. We have to get in front of integrators and consultants more aggressively than we have in the past.”
“It’s up to us to prove that we belong and can sustain and support customers moving forward,” he adds. “We will get new opportunities, but we will need to execute them. If we do that, we will grow.”
Brand optimism
Takahashi sees more reasons for optimism. “In spite of the problems, we are a big company with thousands of customers, a massive footprint, 10 offices around the world and people in over 40 countries. We are a strong, known brand around the world. These are a great foundation to grow from; we just have to execute better.”
These are a great foundation to grow from; we just have to execute better
Pelco’s new parent company, Transcom Capital Group, was another reason Takahashi was attracted to the position. He says Transom is led by “amazing professionals” that specialise in “transformational culture and how to diffuse best practices in an organisation.”
At Pelco, Transom has already led surveys, workshops and focus groups throughout the organisation to create a vision, mission and values covering how the company wants to present itself in the market. From those values will emanate new process and policy improvements to move the company in the right direction.
New visions and missions
The company’s new, collectively developed vision is “to make the world safer.” The mission is “to deliver distinctive video solutions and world-class customer experiences.”
The company’s new, collectively developed vision is “to make the world safer.”
The company’s culture is built on six values: innovation and excellence, customer focus, integrity, respect and recognition, collaboration, and ownership. “We believe this is what will help drive our culture moving forward, and it’s the mindset of all of us as one team with one goal that will give us something to be proud of,” says Takahashi.
“As we move into the new era of Pelco, you will see excitement internally and externally,” he adds “Everybody’s really eager to see Pelco come back and be a significant player.”
Three horizons to success
The idea is to look inward and improve on the current, successful product lines
Takahashi sees three horizons that summarise the company’s path to future success. The first horizon is to focus on the fundamentals of what the company does today. The idea is to look inward and improve on the current, successful product lines, such as the VideoXpert video system and on-board video analytics. The second horizon will be to look at ways to advance the current feature set, whether “to build, partner or buy.” Building partnerships will be part of that success, such as the partnerships they are already building with Briefcam and Anyvision.
The third horizon will be to expand their innovation, based on feedback from end users, dealers and consultants. “I want to get very deeply connected with our customer base,” says Takahashi. “Are we on the right path? Should we explore other partner relationships? We need to bring those minds together to expand our vision.” The focus should be on solving three business problems – mitigating risk, ensuring compliance and saving money.
Looking ahead to ISC West in the spring, Takahashi expects Pelco to emerge as a more proactive company that is eager to engage. “We have a lot of stories to communicate, and we have not been as active as we should,” he says.