Hire The Best Available Athlete

Legendary Steelers Coach Chuck Noll embraced the concept “draft the best available athlete” to build an NFL juggernaut. At my Dad’s company, Tollgrade Communications, Inc., we tried to follow the same hiring strategy.

The success of Tollgrade was never about one person, but rather a collective of brilliant, driven individuals who worked together to build something special. As the author reflects on his time with the company, he emphasizes that while luck can't be taught, the ability to build and nurture a talented team is a skill that leads to success.

Tollgrade's strength lay in its people. The founder’s father, who served as the original CEO, was wise enough to recruit Rocco "Rocky" Flaminio, a Marine veteran and engineering genius. Rocky’s wartime resilience and post-war technical brilliance became the backbone of Tollgrade’s product innovation. Despite never attending college, Rocky passed the Professional Engineering Exam and worked on national defense projects, creating systems and products that powered Tollgrade’s rise.

Rocky wasn’t alone. Fred Kiko, a prolific engineer with more than 24 patents, worked alongside him. Fred could pivot quickly, solve impossible problems, and design with excellence. He was known for inventing vital technologies like the MCU, essential to Tollgrade’s success, and his facility in California allowed innovation to thrive.

Sales and marketing were in the capable hands of Mark Peterson, a triple-degreed executive from Lafayette, Duke, and NYU. Formerly at Bell Labs and Lucent, Mark was recruited with a simple but effective pitch: "Want to make a boatload of money?" He brought professionalism, polish, and an engineer’s precision to every sales effort, eventually becoming CEO.

The company also benefited from a unique sales force strategy—recruiting retired telecom engineers and Naval officers. These men, like Wayne "Big Daddy" Lloyd, embodied trust, technical knowledge, and personal connection with clients. Wayne, a Southern road warrior, sold by listening, building relationships, and truly caring. His funeral was attended by dozens of customers, a testament to the loyalty he inspired.

Naval Academy graduates, including Eric Sucharski, Rob Sehnert, Joe Spencer, and Dan Prather, were recruited for their discipline, leadership, and grit. Their training made them exceptional product managers and salespeople who thrived in high-pressure environments.

On the operational side, Matt Rosgone and Bob Cornelia stood out. Matt, head of purchasing and operations, brought unmatched practicality and planning skills, maintaining supplier leverage and ensuring flawless execution. Bob, a Navy-trained technician, ran manufacturing with calm efficiency and hands-on leadership, famously managing a massive year-end order without breaking a sweat.

Doug Halliday, the company’s CFO, embodied strategic financial discipline. A CPA with a tax and advisory background, Doug steered Tollgrade through complex financial landscapes with sound judgment, helping maintain high margins and financial integrity.

The company’s communications were managed by Ruth Dilts and Tim O'Brien, later joined by Bobby Butter. These professionals kept Tollgrade visible and credible with creative, cost-effective PR and investor relations.

As the company prepared for international expansion, Jeff Lenton and Darren Humber were recruited in the U.K. They brought essential telecom expertise and helped localize products for European networks. Jeff became a close personal and professional ally of the founder.

The product management team was led by Herm Flaminio, Rocky's brother and a seasoned Bell Atlantic executive. Herm brought order and long-range vision to product development, translating customer needs into technical specs with clarity.

When it came to human resources, Joe O’Brien, a former Catholic priest, revolutionized the department with organizational development and employee morale programs. His efforts even fended off a unionization attempt.

Key support also came from investors and board members, especially the "Docs" – a group of Erie-based cardiologists who believed in the founder's father and invested when no one else would. Their early support and guidance helped Tollgrade survive tough times and go public.

The board evolved over time, bringing in experienced executives for the IPO and adapting to the needs of a public company. The founder knew when to step back, eventually handing the reins to Mark Peterson to usher in a new chapter.

Financially, the company was bolstered by great partners like loan officer Jack Bertges from Creditanstalt Bankverein, and Garvin Warden, a financial consultant who helped navigate turbulent times. Lastly, investment banker Craig Wolfanger of Raptor Partners guided Tollgrade through private placements, IPOs, acquisitions, and potential M&A deals.

The common thread? Talent, character, and teamwork. Tollgrade wasn’t just a company; it was a village. And that village, through resilience and collaboration, built a company that achieved extraordinary success.

Chris Allison, Co-Founder and CEO of Tollgrade Communications, Inc., teaches business at Allegheny College in Meadville, PA and is the author of the new book, Hit It!: A Tech Startup Story and Seven Rules For Entrepreneurs.