Cadence Design Systems: Constructing success
Cadence concentrates on building its customers' businesses in order to build its own.
by J.D. Mosley-Matchett -- Movers and Shakers, 6/15/2001
| AT A GLANCE | |
| Cadence Design Systems |
As the president and CEO of Cadence Design Systems, Bingham’s focus is on building businesses. He notes that it’s only by building his customers’ businesses that he can continue to accelerate Cadence’s growth and prosperity. “I’ve attempted to build a company that is absolutely focused on what the customers are trying to accomplish, the technologies they need to develop in order to bring those products to market, and what markets they are serving,” he says.
This kind of large-scale perspective reflects Bingham’s diverse background. Educated in economics and business administration, his first foray into business development was with a chemical engineering firm that fostered ways to increase food production on a global basis. Not only did that company’s efforts improve the quality of life in third-world nations, but, as Bingham proudly notes, “We built more than a dozen independent companies in various developing countries.”
From that experience, he went on to hone his business-development skills with such companies as Marriott and Agrico Overseas Investment. In the 1980s he joined Red Lion Hotels as executive vice president and chief financial officer (CFO) where, again, he focused on corporate business development.
Joining Cadence in 1993 as executive vice president and CFO, he helped transform Cadence from a $369 million supplier of electronic design automation (EDA) tools employing around 1000 people to its current $1.3 billion position as the world’s leading supplier of design infrastructure solutions with a workforce in excess of 5000.
As the constant pace of technological change drives the growth of his customers’ needs and his company’s success, Bingham observes that a customer-centric focus is one of the key factors underlying Cadence’s ability to thrive in what is currently a tough economic climate for high-tech companies.
 |  |
| “I’ve attempted to build a company that is absolutely focused on what the customers are trying to accomplish.” |
Bingham brings a passion to his work that ensures his continuing ability to meet his customers’ needs. He expects that same passionate drive and leadership orientation from all of his managers. When considering the source of his relentless work ethic, Bingham credits his father for instilling in him a respect for industriousness, continuous learning, and setting lofty goals. As Bingham reverently reflects, “He expected me to teach people, to go beyond where he had gone.”
Setting such an example is critically important for success in a market that is changing on a daily basis. When quizzed about the brutal competitiveness in today’s marketplace, Bingham offers sage advice: “Those who try to conquer the competition are on a fool’s errand.”
As he describes the efficiencies that stiff competition enforces, it becomes clear that Bingham not only welcomes challengers, but also believes they improve the quality of the products and
services Cadence produces. “Competition ensures that we develop the best solutions and deliver them at a competitive price in a timeframe that makes our customers successful,” Bingham says.
One way that Cadence continues to be a leader in the EDA field is through constant innovation. By fostering a work environment that encourages, embraces, and endorses the generation of new ideas and concepts, Bingham believes that Cadence will maintain its technological edge.
“A value system that makes very clear to your employees and teams that you require innovation is an important permission to give them to try new things, to take risks, to think out of the box,” he says. At the same time, Bingham keeps his people focused on the useful applications of any new technology they develop. “The difference is in whether or not it helps make your customer successful,” he says.
However, he also notes, “I think that technology is both improving and burdening our lives. The trick is in establishing priorities and boundaries.” Clearly, the same passion that Bingham brings to the workplace is equally evident in his personal life.
Happily married for 32 years, this father of five describes himself as “deeply invested in family.” He enjoys active sports, such as running and skiing. And with a new grandchild, Bingham now has another generation of offspring that will learn from his fine example.
As Bingham summarizes the formula for his success, “I make commitments in my work life—and they’re heavy commitments—but I also make commitments in my personal life. And I’m responsible for keeping both of those commitments.”
