Bossing It: Inspiring People by Being at the Front Lines with Didier Tovel

Didier Tovel is the owner and creative director at SNDWRx, which is an international award-winning audio production agency headquartered in Toronto, and studios in Montreal and now, the US. 

As a music producer, voice director, talent and agent, he’s worked on a variety of award winning projects for brands ranging from SickKids to Drake, Adidas to Akon, Dove, DoorDash and beyond. 

A lifelong entrepreneur, Didier started his first business at the young age of 17, and has since seen his efforts come to fruition by working on a wide range of projects from all around the globe. 

LBB> What was your first experience of leadership?

Didier> My very first experience in leadership was when I started a company at the age of 17 while still in school - we went from three employees to 30 employees within three years and it taught me more than school ever did.

LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?

Didier> My first business taught me much of that as well - at first, I felt that my leadership was based on my position, but as I matured I realised that the type of leader I am best suited to be is not only by example but ideally, by inspiring people by being at the front lines. 

LBB> What experience or moment gave you your biggest lesson in leadership?

Didier> The moment that gave me my biggest lesson in leadership was when I started choosing people for my SNDWRx team. At first, I chose them based on their particular abilities, but as time has gone on, I’ve been selecting people based on their ability and willingness to learn, as well as their engrained personality and multitude of interests in and out of the studio. 

LBB> Did you know you always wanted to take on a leadership role? If so how did you work towards it and if not, when did you start realising that you had it in you?

Didier> My parents immigrated with very little and I realised at a very young age that what they wished they could do was vastly different than what they had to do for a living - so I vividly remember deciding that I was going to change that. 

Since I can remember I was always making or building something - be it a studio, a company, an album - I've always had the ethos of doing what I love to do. I know it’s a luxury to make a decent living doing so, so this has also come with the responsibility of giving my all on every project my name is attached to. 

LBB> When it comes to 'leadership' as a skill, how much do you think is a natural part of personality, how much can be taught and learned?

Didier> I think a large part is innate but much of it is also learned by trial and error. There is no substitute for experience and what makes a great leader isn’t what you will find in a self-help book or YouTube video. It comes from humility, attention to detail, perseverance and patience. 

You can work on the tone of your voice, to the way you receive and give feedback, but most of what I feel makes a good leader is the ability to listen more than they talk, stay open minded and the ability to inspire confidence in their team while keeping their own in check. 

LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?

Didier> With leadership comes the responsibility of riding the waves and keeping your enthusiasm intact and I feel that this is a skill that I’ve nurtured over the years. At first, you are reactionary but over time I’ve learned to take the waves as they come and just enjoy the water. 

LBB> Have you ever felt like you've failed whilst in charge? How did you address the issue and what did you learn from it?

Didier> I believe failure, or the fear of failure is a constant staple for anyone who wishes to achieve and over the years I’ve had a lot of them but by nature, I take my work home with me and make sure to learn and visualise how that should have gone and make sure to learn from my mistakes. 

LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?

Didier> In terms of leadership style, one thing I do with my team is keep them away from the pressure so they can focus on what they do best, and I can do what I do best - which is come up with the strategy, direction and creative ideas.

I’m careful about how I give feedback and ask questions more than I give prescriptions - I tend to gamify the process of making everything so that they can play and have fun. 

On the flip side, I also show my emotions when things don’t go well, and show pride when things do, but the overall takeaway I know they all get is that if we’re on the job, it’s going to be amazing no matter what it takes to get there. 

LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?

Didier> I’ve had a couple mentors along the way that may not have even known they were my mentors - and over the years I’ve worked with many students from audio, copywriting and underprivileged youths to inspire them to do what they love and find a lasting way to do that and build a sustainable career. 

When I was 22, I had the opportunity to work with a boy named Myles Guenin through the “Make a Wish Foundation” - ( he wanted Drake but got me instead - sorry Myles ) but I’ve been so happy to see that he’s still very much involved in music and production and having played a little part in time is something I am really proud of. 

LBB> It's been a really challenging few years - and that's an understatement. How do you lead a team out the other side of a difficult period?

Didier> To be honest - my team and I had a blast during covid as having constraints meant it was time for us to do what we do best - figure out creative ways to adapt to the changing landscape. 

We spent a lot of time together in the studio, developing new production methods for the the future and although it was an uncertain time in many ways, I’m certain we would have never thought of a better team building exercise. 

LBB> What have you noticed as the biggest changes in the industry during your career thus far? And do you have any predictions for future trends or themes?

Didier> The production process. When I first started, we had one to three months to create songs - and even back then I felt that was way too long. Now, we’re used to turning six to seven songs overnight and I wouldn’t want it any other way. 

Technology is exciting and we look forward to what that will do for our team, our productions and what we can provide clients with. 

LBB> How important is your company culture to the success of your business?

Didier> It’s of the utmost importance. We don’t see ourselves as a “family” as that has been thrown around as a buzzword for too long and to be honest, I feel like it’s a bit of bullshit.

They have their own families! What we are is a team and as that team, when we arrive at a task we play our positions, supplement for the other when needed, and leave it all on the ice so to speak. 

That being said, we always eat lunch together every single day. It isn’t “mandatory” but the team likes each other, so we all look forward to what we’ll have and one thing I never ever impede on is their work / life balance. 

That may be because in the past, I have worked on many projects where it was clear it was expected that I be available 24/7 - so I don’t want to pass that onto the next generation as I don’t feel it's a requirement to be great. 

What will make the next generation thrive is respecting their individuality and getting to know their superpowers and allowing them to use them as much as possible. 

LBB> What are the most useful resources you’ve found to help you along your leadership journey?

Didier> Sleep, travel and a lot of trying.