There’s no official President of Pro Audio, but the CEO who runs Avid comes closest to holding that title. Just like the President of the United States is often referred to as the Leader of the Free World, the person who runs the Burlington, MA-based media technology company has responsibilities transcending their job description.
When Avid was founded in 1987, there was nothing to suggest that it would become the steward of the world’s most ubiquitous audio hardware/software systems. At the time, the company was a pioneering creator of nonlinear editing (NLE) systems for film and TV editors – the sound business wasn’t even a twinkle in its eye as it built its digital video editing system, Media Composer, into its own category killer.
But when Avid acquired Digidesign in 1995, audio quickly became a core competency. As everyone knows, Digidesign’s Pro Tools system handily won the DAW war and became the industry standard music production and editing system worldwide, from recording studios to audio post. Its 2006 purchase of Sibelius built on its foundation within the segment via ownership of a top notation software solution in use by composers everywhere. Meanwhile, the M-Audio line has come and gone from Avid’s portfolio.
Overseeing all of this, as of Monday, February 11th, 2013, is a new CEO for Avid: Louis Hernandez, Jr. His installment by the Avid board stands as a welcome chance to begin a new era for the diversified media company, which endured waves of layoffs and a steadily sinking stock price under their former CEO, Gary Greenfield. Consumer confidence in the company has dipped in kind during Greenfield’s five-year-plus term, as everything from poor customer relations to concerns about Avid’s long-term prospects deeply disturbed its audio user base.
Hernandez’ appointment just may provide Pro Tools customers everywhere with reason to hope, however. A longtime board member of Avid, Hernandez became available when the company that he previously headed, the financial technology provider Open Solutions, was acquired this past January at a valuation of $1.15 billion.
While he may be good at generating value for stockholders, Hernandez understands there’s more at stake with his newfound duties. A live music fan and aficionado of the likes of Trombone Shorty, Hernandez stresses early and often that he truly connects with the experience of sound. As the new de facto President of Pro Audio, he’s looking to facilitate the same for a lot of people, far into the future.
Our conversation with Louis Hernandez, Jr., CEO of Avid, follows:
You joined Avid’s board in 2008. What attracted you to the company at the time?
A couple of things. One of them is I’m a technologist. I’ve been in technology and programming since I was a kid – my father taught computer science, actually. My educational background is in finance and economics.
What interested me about Avid is that technology should bring humans closer together, and bring more joy. In this case, someone has the idea of creating content for the enjoyment of another person, and Avid’s role lies somewhere in between there in trying to facilitate that.
I knew Gary when he came onboard, and I knew some of the board members. It was a challenging time – a different time than today. It was pre-Crisis, Avid was doing some different things. During that time, we’ve tried to capture the energy that Avid is known for, and get closer to our customers. We also had a product refresh cycle that we’ve been seeing the fruits of since it started 18 months ago.
Economic activity should be the measure of your value to the community. By that measure, we haven’t added enough value to the community, especially with what our really talented employees can do. I want to rebuild that community, based on how we define what they do: bringing joy to the people that they are trying to reach. That’s why I joined in 2008, and this is where we’re at now.
What were the factors that led to the change of leadership at Avid?
I think Gary felt like he had worked pretty hard to get the company through the crisis, continuing to spend on R&D, which is tough to do when there’s a lot of pressure.
He wanted to bring someone in with a history of growth in technology. I knew a lot of the board members, my company was going to be sold soon, and because we’re friends it was a lot more collaborative transition than would normally be the case. I also was familiar with the strategy, I knew why we did what we did, what worked and hadn’t, and my friendship with Gary made it smoother.