|
Press Releases:
THUNDER FACTORY
Ranked Twentieth in the
Silicon Valley
Business Journal’s fastest
Growing Private Companies
THUNDER FACTORY
Names Marketing
Industry Veteran,
Barry Green, to
Board of Directors
THUNDER FACTORY
Accelerates Growth
in Southern California
Fleetwood Rv, San José
State University Choose
Thunder Factory For
Integrated Marketing
Programs
Business Growth at
Thunder Factory Spurs
Headquarters Move,
Expansion into L.A.
and N.Y.
In the News:
Entrepreneur Profile:
PATRICK DI CHIRO
Marketer Adopts
Innovative Tactics
Thunder Factory Wins
Fleetwood RV, San José
State University
Article List:
Confusing Spin
With Strategy
- Patrick Di Chiro
An Open Letter
To Al Ries, Ad Age
Columnist
Here's Where to Find
Integrated Marketing
- AdAge
Getting a Bead on 'Buzz'
- Virginia Postrel
Survey: Network TV
Does Worst Job of
Proving Advertising ROI
- Judann Pollack
Stratgic
Partnership Marketing
- interview w/ Thomas Edwards
Toughening Your Brand
- Lynn Upshaw
Coffee's For Closers
- Patrick Di Chiro
The Role of Key Opinion Leaders (KOLs)
in The Pharmaceutical Industry
- Joseph Gutman, MD
Playing the
Search-Engine Game
-Mylene Mangalindan, WSJ
At Last,
a Way to Measure Ads,
- Michael Totty, WSJ
Small Firms Can
Survive Sqeeze
By Revamping Marketing Efforts
- Jeff Bailey, WSJ
Study Says
Marketers Shifting
Toward Internet, Direct Mail
- Erin White, WSJ
|
|
Entrepreneur Profile: PATRICK DI CHIRO
RESUME:
Name: Patrick Di Chiro.
Title: Chairman and CEO.
Company: Thunder Factory, an integrated marketing
firm.
Location: San Mateo with offices in L.A. and New
York.
2004 revenue: $3 million.
Number of employees: 24
Year founded: 2001
Source of startup capital: My savings and a loan
from my brother.
Background: Chief communications officer of E-trade,
VP of global technology marketing for Visa, partner at Ketchum,
director of international marketing for American Express.
Age: 48.
Residence: San Mateo.
Web site: thunderfactory.com
BIG PICTURE
Reason for starting business: I felt that clients
were not being well-served by the traditional marketing/advertising/PR
industry, and I felt that I could do a much better job.
Most difficult part of decision: Flying without
a net is always a little bit scary, but it’s also exhilarating.
I had a vision for doing this and I had to do it. Nothing was going
to stop me - not even a market that was starting to go sour.
Biggest plus of ownership: Being able to follow
and rely on my own judgment and instincts. I had very senior positions,
ran major operations for the last 15 to 20 years, but when you’re
working within the context of a big company, you don’t have
that kind of independence - freedom of thought and the ability
to follow your own course.
Biggest drawback: There are no drawbacks for me.
I completely found my métier in life when I started this
company.
Biggest misconception: That you work a lot more.
I don’t. I think about business all the time because I love
thinking about it, but I don’t work more.
Biggest business strength: It’s a combination
of three things: a passion for what I do, having a vision and sticking
to it, and having the experience to make it all happen. Without
experience, I wouldn’t have this business. I tried doing this
once before, in a little bit different form in New York City, but
I wasn’t ready for it yet.
Biggest business weakness: Financial management.
We finally reached the point where we can afford to hire a VP of
finance, and we’re about to do that.
Biggest risk: Aggressively expanding into L.A.
and New York. We moved into L.A. 18 months ago, and now we have
an eight-person office. New York is still very small - two
people - but we just signed a lease for 2,500 square feet
in SoHo and we’re hiring several people. I fully expect New
York will be at least as big as our California operations.
Biggest mistake: Hiring the wrong people who didn’t
fit our culture. I made a couple of doozies there, but luckily I
believe in correcting and moving on.
Smartest move: The same thing - people. Making
some incredible hires that have been major catalysts for the growth
of this business.
Biggest worry: I don’t have any big worries
- just a lot of little ones every day.
Top source of inspiration: First, my parents. And
today it’s very much my team.
DAILY ROUTINE
Most challenging task: Finding and hiring strong
people.
Favorite task: Actually helping clients to build their business
and seeing them succeed. That sounds like a canned answer, but I
really enjoy seeing then achieve results.
Least favorite task: The financial stuff. Dealing
with the typical cash flow management issues that every young company
has.
Biggest frustration: Managing cash flow.
Source of support in a business crisis: My team.
DREAMS
Key goal yet to achieve: To build a wholly owned
global network.
First move with capital windfall: Acquire some interesting marketing
technology we’re looking at and that will accelerate our global
expansion.
Five-year plan: Continue to hire great people,
attract world-class clients and build a great culture. Expand internationally.
And I see some M&A activity in our future.
Inducement to sell: I’m having too much fun.
First choice for new career or venture: Running
an elegant little hotel and restaurant in wine country somewhere
with an Italian theme.
PERSONALS
Most-admired entrepreneur: Howard Schultz, the
Starbucks founder.
Most interested in meeting: Him.
Stress reducers: I walk with my dogs. I enjoy wine
tasting and cooking.
Favorite pastimes: Traveling in wine country of
any sort, vintage automobiles, playing guitar, anything to do with
furniture or interior design.
Favorite book: Anything by Dickens. “David
Copperfield” is probably my favorite.
Favorite film: “Glengarry Glen Ross.”
Favorite restaurant: Jardinière.
Favorite destination: Capri, Italy.
Automobile: 2003 Toyota Prius Hybrid.
|
|