TELL US ABOUT WHAT KEEPS YOU INSPIRED AND MOTIVATED.
The beauty of our business is that every film and every country are different. Having to adapt to different genres, budgets and cultures to get the most out of every theatrical release is challenging but also exciting. No two films are alike and that roughly means that every day is different, too. Not a dull moment!
WHAT WERE THE BIGGEST CHALLENGES YOU ENCOUNTERED THROUGHOUT YOUR LEADERSHIP JOURNEY?
I think the biggest challenge has been to get recognition for my experience and achievements (and this is still a work in progress!) Ours is a very male dominated industry and we tend to be regarded as “supportive” executives rather than leaders. It’s quite draining having to remind colleagues and senior management of our accomplishments instead of getting on with the job.
HAVING A DEMANDING ROLE, HOW DO YOU BALANCE YOUR WORK AND PERSONAL LIFE?
With a lot of effort and sometimes failing miserably… Having to follow the weekend (and sometimes daily) box office results in real time means that I need to work around unusual timelines. I would say that the most important thing is to know your priorities and not to be afraid to say “no” when work gets in the way of a healthy work/life balance.
FROM YOUR CAREER OF 25 YEARS IN FILM DISTRIBUTION, WHAT DO YOU THINK IS HOLDING WOMEN BACK? WHY DO THEY STILL REMAIN UNDERREPRESENTED IN SENIOR POSITIONS IN THE CINEMA INDUSTRY?
As mentioned before, I think women are usually considered for supportive rather than leadership roles. There is a prejudice about our negotiating and leadership skills—it is assumed that women are not confrontational enough to succeed in an industry where the exhibition-distribution relationship is defined by being partners and competitors at the same time. When women have strong negotiation skills, they are perceived as “difficult” while their male equivalents are perceived as “tough”…
WHAT ARE THE CURRENT CHALLENGES FOR COMPANIES WHEN IT COMES TO ENSURING AN INCLUSIVE CULTURE AND AN INCLUSIVE LEADERSHIP?
I think the biggest challenge is having time and resources to train and invest in new talent. The initiatives I’ve seen in many companies focus on percentages, number of underrepresented minorities vs the norm, rather than specific programs to level the field and create real opportunities. Instead, it is treated as a ticking-box exercise and, thus, more likely to fail. You cannot create an inclusive culture by decree.
AS A CURRENT MENTOR, WHY DO YOU THINK MENTORING IS IMPORTANT? DID YOU HAVE MENTORS ALONG THE WAY?
I never had a “designated” mentor… I did have a fantastic (male) boss that saw the potential in me and decidedly help me grow and have confidence in myself, and gave me the opportunity to move along in my career even though it meant that he would lose me. In that sense, I think mentoring outside your own work environment is extremely important because it allows for real growth, without conflict of interest. Your mentoring scheme, in that sense, is fantastic.
WHAT ADVICE WOULD YOU GIVE YOUR YOUNGER SELF?
I think my biggest problem as a young executive was being naïve… but I wouldn’t know what advice to give my younger self to avoid that! In all honesty, being naïve contributed to my passion for the business so it’s not completely a minus. I guess it slowed me down but I’m getting there nevertheless…