Bossing It: Keeping an Unwavering Commitment to Authenticity with Fayçal Hajji

Fayçal Hajji, an innate entrepreneur and a creative producer, has carved a distinct mark in the advertising arena. His journey, enriched by collaborations with esteemed directors, photographers, and production houses, has shaped a unique perspective, enabling him to bridge traditional methods with avant-garde approaches. In 2010, Fayçal launched FH Studio, an embodiment of quality and innovation, which soon emerged as a linchpin in advertising, producing content for giants like 3M, Bombardier, Nivea, L'Oreal, Unicef, the National Defense/Canadian Armed Forces, McDonald’s, and networks such as Disney, Universal and Netflix to name a few. The studio's work has been recognised globally, amassing accolades including Cannes Lions and One Club D&D pencils. 2017 saw Fayçal transform the game with a state-of-the-art 15,000 sqf film studios in Montreal, elevating the client experience. 

Yet, the spirit of reinvention didn't stop there. Recognising a stagnation in industry standards, Fayçal birthed THEUN KNOWN® – a full service Creative House, determined to redefine the traditional standards. Today, while continuing to lead in the advertising realm, Fayçal, alongside visionary partners, is steering into the tech frontier, committed to shaping the landscape of tomorrow

LBB> What was your first experience of leadership?

Fayçal> Oh, the good ol' days of 2007-08! I was doing my thing as an urban planner by day and moonlighting as a wide-eyed assistant to some of the top photographers and producers by night and getting some of my own shoots to conduct as well. You could say I was living a double life – think Clark Kent but without the Superman cape. It was a whirlwind of blueprints by day and camera flashes by night. But, you know what they say, when passion knocks, logic goes out the window. So, one fine day, I decided to hang up my planner hat and dive headfirst into the unpredictable world of advertising photography and film. There I was, taking a leap of faith, armed with nothing but a camera and the dream of making a name for myself. Because, why not? Life's too short for 'what ifs', right?"

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?

Fayçal> Picture this: I've been in the ring with some serious heavyweights of talent. Some had me starstruck, while others? Let’s just say they were textbook examples of ‘How NOT to be a Boss 101’. The golden rule is pretty simple: treat folks how you'd want to be treated. Now, let me take you back to my urban planning days in Montreal. If you think of me as a colourful parrot, that job was like a grey pigeon coop. All hierarchy, red tape, and the classic ‘wait a month to have a five-minute chat with your boss’ scenario. It was like being handed a box of crayons but being told to only use the beige one. 

So, I made a pact with myself. I'd lead like those who once inspired me. It's all about trust and giving. Giving a nod to someone's vision, admitting when I'm wrong, and being that leader who’s always available. More than anything, I believe in giving my team the opportunity to have the spotlight they deserve, even if it means tripping on stage a few times. Because, hey, it’s all about the bloopers before the blockbuster, right?"

But here's the thing about the boss I aim to be: Life, in my books, is like being in school, but without the boring lectures and surprise quizzes and power tripping teachers. Every day, I pick up a lesson or two, be it from the digital mavens I stalk - I mean, follow - online, through podcasts, social media etc.. as well as from my entrepreneur buddies, my team, my  entourage and even my kids! Sometimes, from that random person at a coffee shop or a party who drops a wisdom bomb out of the blue. Flaws? Oh, I've got them. But they’re like badges of honour you need to achieve. Because they mean there’s room to grow and evolve. Perfection is overrated in my opinion, something I understood quite late, after many years in business. I'm more into the 'constant software update' version of myself, always on the lookout for the next upgrade."

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

Fayçal> Ah, the twists and turns of life! A few years back, I got a plot twist of my own: an ADHD diagnosis. It was like getting a backstage pass to the concert of ‘Me’. Some tracks were chart-toppers, others... Well, let’s just say they wouldn’t make the playlist. It was a major software update moment. I used to chase perfection like it was the last slice of pizza, pushing my crew and partners to go above and beyond. But then, lightbulb moment! I realised I was asking for the moon when the stars would do. Some of those essential details? Most folks wouldn’t notice them if they were bedazzled and doing the cha-cha. And, more crucially, it was like asking my team to run marathons daily. Looking back, I’d probably settle for a brisk walk, ensuring everyone is in good shape and improving at their own groove, which I do now. 

And there was this one time a few years ago, while on a production, the weather changed and started pouring, resulting in some equipment malfunctioning. Instead of a meltdown, we danced in the rain, and turned out to be the best shoot day out of the four days we were on! Taught me that sometimes, you just gotta go with the flow. And it works.

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? 

Fayçal> Picture me, fresh in Canada, scrubbing dishes for a whopping six bucks an hour, all because the 'legal working' red tape and I weren't on speaking terms yet. Leadership? At that point, my main leadership role was directing which plate to dry first! But deep down, I always felt like I had a little extra jazz. Whether it was sealing a deal, whipping up some creative thoughts and opinions to help others, or just effortlessly vibing with folks, there was a spark. And oh boy, my brain? It was like a hyperactive hamster on a wheel, always running, always ten steps ahead but couldn’t do much with it at that time, as I was a foreign student. But the real plot twist? It was during my dual life phase – official city worker by day and moonlighting photog by night. There were days when the alarm clock felt like my arch-nemesis. Everything felt 'meh'. Then, my then-girlfriend, now wife, with her uncanny ability to see right through my mopey face, dropped the mic: 'Why torture yourself with a 9-to-5 that's all frowns and no fun? You've got the mojo. Go chase your passion. And hey, I'm studying to be a doctor, if you trip, I'm right here with a band-aid.' That was the nudge I needed. I bid adieu to my day job, but not without a hat-tip to my boss at the time. The gentleman gave me a little push that set the wheels in motion. Those tiny gestures? They're the stuff gratitude is made of.

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?

Fayçal> I think of leadership as a finely crafted timepiece. Some of its intricate gears are the innate skills you're born with. But those gears alone won't keep the watch ticking flawlessly. It's the constant calibration, the learning from each tick and tock, the adaptability to different time zones, if I may say! I believe that no one's born with a perfectly timed watch on their wrist. Leadership is one of those things that we must fine-tune and adjust as we go. Each problem, situation, pitch, employee, client is different, and we need to adapt and learn according to each situation we face throughout our entrepreneurial journey and career. 

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

Fayçal> In the wake of Covid, I faced a few issues and a humbling realisation: HR and Admin are like challenging puzzles I hadn't quite mastered. They weren’t the roles I naturally gravitated towards. But rather than let it be my Achilles' heel, I sought out experts. These specialists didn't just pinpoint the gaps but also guided me in assembling the right pieces - both people and tools. By acknowledging this area of growth and seeking help, things have genuinely started to fall into place. It's been a lesson in embracing flaws and turning them into stepping stones.

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?

Fayçal> Absolutely, failure and I have crossed paths more than once. Each time, it's like a gut punch, prompting me to re-evaluate and adjust. Some of those missteps stem from unexpected places, like seemingly minor things that spiral into larger issues. I often wonder if my Moroccan roots, blended with two decades of Canadian living, play a role. Back home, we'd hash things out, debate, and then move on, no hard feelings. But in Quebec, I've noticed a more reserved approach to conflict. It's akin to trying to decipher silent cues, like being expected to read between the lines without a guidebook. I've always appreciated a good debate; it's like a mental workout. Exchanging ideas, even heatedly, doesn't mean it's personal. But here, disagreements sometimes feel stored away, only to resurface unexpectedly. This cultural nuance led to some significant misjudgements on my part. I've come to realise that while open dialogue fosters growth, it's essential to navigate communication with a keen awareness of cultural and individual differences. My solution? I've made it a mission to surround myself with people who appreciate this blend of candour and respect."

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?

Fayçal> For me, transparency and authenticity aren't just buzzwords; they're pillars of who I am. However, life's experiences have taught me that not everyone cherishes these values in the same way. While many prefer a more polished or curated version of truth, I've always leaned towards the genuine, unvarnished kind. Of course, if there's a significant deal on the line, I might tread more carefully, but never at the expense of my core values. It's true, being this open might ruffle some feathers, but I'd rather be candid than insincere. I welcome challenges and debates because I believe in continuous learning. When someone presents a well-thought-out counterpoint, I genuinely appreciate it. Such interactions are gold. This unwavering commitment to authenticity is precisely why I named my business THEUN KNOWN."

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?

Fayçal> In the diverse world of my businesses, it's not so much about having a single mentor, but rather a collection of wisdom from various corners. I deeply value relationships, especially those with my friends and entourage and mostly the ones that are either entrepreneurs or intrapreneurs. Their vast knowledge across industries is my personal treasure trove. However, two individuals truly stand out in guiding my entrepreneurial path. The first is Mario D'Amico, formerly the sr. executive vice president marketing of Cirque du Soleil and the GM of Publicis Montreal prior to that. Our friendship began unexpectedly at a party, and before I knew it, I received a call from Cirque offering me a job. Two decades later, our bond remains strong, with Mario always there to offer insights in my moments of need. Then there's Ilan Benhaim, co-founder of the esteemed French tech company, Vente Privee (now Veepee), who’s my best friend's brother. Before our friendship solidified, Ilan generously shared invaluable business advice, guiding me on what paths to tread and which pitfalls to avoid. Today, he continues to be my go-to for counsel, especially with my ventures into tech. Both relationships have evolved on a foundation of deep trust and friendship, blossoming into something that I can proudly call family. It's a bond built on mutual respect, and the love of sharing, offering guidance without expecting anything in return. Truly, their generosity knows no bounds!

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?

Fayçal> Calling the past years 'challenging' feels like calling a hurricane 'a bit windy'. There were moments when self-doubt loomed large, making every decision seem like a misstep. After navigating intense survival mode, where every instinct screamed to protect the business at all costs, I recognised the need for a breather, a moment of reflection. Attracting the right team members, those who share the fire, commitment, and drive for excellence, felt like an uphill battle, and the weight of it all was palpable.

But here's the thing: after taking that pause, it dawned on me that while the landscape had and is still shifting, it also presented new horizons. I've always been one to lean into change, treating it not as a setback but as the universe's way of setting a new challenge. With grit, hard work, and a sprinkle of optimism, I'm committed to steering the ship through these uncharted waters, always aiming for brighter shores!

LBB> What are some ambitions and plans you have for the company and yourself in the coming year?

Fayçal> I'm genuinely thrilled about where we stand with the company right now. Our evolution with THEUN KNOWN has been nothing short of remarkable, reflecting in our income multiplying threefold from 2021 to 2023. But here's the twist: it's not about chasing bigger numbers for me now. It's about cementing our foundation. I'm eager to fortify our team, both the seasoned members and the fresh faces, to ensure we're anchored firmly as we navigate new waters. Speaking of new horizons, I'm diving headfirst into a tech venture. It's within our domain, but the approach and mindset are refreshingly different. Building a product has always been a dream of mine, and with my new partner by my side, we're turning that dream into a reality.

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?

Fayçal> it's quite funny that you ask, especially as it ties into my latest venture (though, I must be a tad mysterious and not spill the beans just yet!). Reflecting on my journey, I stepped into the advertising realm when photography production was the crown jewel, with commercial film production riding side by side. But the winds of change have blown, with a decisive shift towards 'motion' as digital took the reins. But here's where it gets even more intriguing: the current phase feels like déjà vu, but on steroids. We're in the midst of technological marvels – think self-driving cars, cashier-less supermarkets, AI advancements like OpenAI's GPT, innovations from Midjourney, and more! The pace and quality of advancements are, simply put, mind-boggling. My forecast? We're on the cusp of monumental change, where adaptability isn't just a buzzword but a necessity. Industries will need to pivot at lightning speed or risk being relics of a bygone era

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

Fayçal> Culture isn't just a facet of our business; it's its heartbeat. We wholeheartedly celebrate diversity, recognising that it's in our differences that our true strength lies. It's this melting pot of experiences and backgrounds that fosters continuous learning and challenges our perspectives. A walk through our office feels like a global tour; we converse in seven different languages and take immense pride in the fact that a whopping 85% of our team hail from various cultures. This rich tapestry of backgrounds unifies us, making us more formidable than ever. Culture doesn't just resonate within our team dynamics; it's deeply ingrained in our strategies and creative processes. We're not just aiming to produce content; we strive to craft culture-defining moments. Moments that resonate, that captivate audiences, and most importantly, foster a deep-rooted brand loyalty through these shared, enriching experiences.

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

Fayçal> Over the years, my leadership toolkit has been enriched by a blend of classic resources and innovative platforms tailored to our industry. Books like 'Ogilvy on Advertising' and 'Made to Stick' by Chip and Dan Heath have been foundational, offering timeless insights into the art and science of effective communication. Podcasts have also been instrumental. 'The GaryVee Audio Experience' by Gary Vaynerchuk provides a raw, unfiltered look into the world of advertising and entrepreneurship. 'The Tim Ferriss Show' often delves deep into the minds of top performers in our industry, extracting invaluable nuggets on leadership and strategy, and my latest addiction is to the 'Acquired' podcast, which has been instrumental in breaking down landmark business events and their ramifications for different  industries.

On the digital front, platforms like the little black book, AdAge, Strategy Online, Campaign Live keep me updated with the latest industry trends and shifts. For hands-on skills and knowledge expansion, I often turn to online courses on platforms like MasterClass, where industry titans like Annie Leibovitz 'my all time favourite' delve into the intricacies of their craft. Last but not least, networking events, awards in-person, have been invaluable. The Cannes Lions International Festival of Creativity, for instance, isn't just an award show but a melting pot of ideas, innovation, and leadership insights. However, beyond these resources, it's the daily interactions with my team, peers, and even competitors that offer the most genuine, on-the-ground insights into leadership in our ever-evolving landscape.