Bossing It: Leadership Lessons with Prudence Beecroft and Aly Moffat

Prudence Beecroft is a co-founder and MD at Odelay Films. She has worked across narrative filmmaking from emerging directors, to the likes of Tim Burton. Enjoying the fast paced world of commercials she has worked with brands such as Red Bull, Converse, EE, Samsung, Dyson and Adidas, delivering video assets for their flagship campaigns. Prudence was selected as one of the Pitch 100 Superwomen in advertising, has mentored young women as part of the Women of the World (WOW) Festival and is a member of OWNED, which promotes women in business. As an Alumni of Goldsmiths University Prudence often returns to talk about career progression post education, and has mentored a number of ex students.

LBB> What was your first experience of leadership?

Aly> I was very lucky to have been taken under the wing of a brilliant producer very early on in my career at Weilands, Linda Peryer, up to that point my only experience of leadership had been quite  ‘old school’ (this was the '90s after all), but Linda showed me another way and really formulated for me how I wanted to behave if I ever progressed into a leadership role. She was, and still is, nurturing, kind, creative, fun and so incredibly good at her job.

Prue> I have worked in companies with a very heavy ‘top down’ leadership style, which I can appreciate certainly has its value with larger organisations. However, I personally see teams thrive the most when given responsibility and are entrusted to deliver on their specific goals. I learnt this from my friend and unofficial mentor, Jeff Taylor, while he was building his agency and publication-  courier. The business had a loose company structure as it was a start-up, it was scrappy but ambitious and he always said “We hire adults and expect them to act that way”. 

This approach created an atmosphere of accountability and self-responsibility, which I loved. There was always time to flag if you needed support or guidance, but it also meant that anyone could propose an idea and run with it, which was very energising to be a part of.

I like feeling that we are a team in this together without a strong dictatorship. While I do have vision and ambitions for the future with Odelay, I’m also very inspired and guided by the team as to how we deliver on this. I love being able to learn from everyone in the team. 

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?

Prue> I am not, and never have been, interested in being on an ego fuelled power trip. I would much rather inspire someone to act/work in a certain way through positive reinforcement than be an authoritarian. This has just come from being managed in a number of different ways throughout my career, and witnessing what is effective in me and others. 

One feature film I worked on called for a weekly Monday morning meeting to update us on the schedule, which we were behind on. Everyone was working 11 hour days, 6 days a week, and we were exhausted and over-stretched. The line producer decided to push the team further by saying “You are not here to have fun”. Everyone left that meeting feeling more despondent than ever. Needless to say - that wouldn't be my approach! 

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

Aly> I would have to say the closure of 2AM at the beginning of last year. I had been at the company for over 20 years, it was such a joy of a place to work, and I was lucky to work with some of the best in the business. It was my family and part of my DNA, so making the decision with my co-MD (and 2AM owner) Nick to close our doors was incredibly hard. Even a year on I think we are all still feeling the shockwaves of it. However, here I am now in a new role at Odelay and despite all the sadness I feel completely re-energised and excited for what the future holds. 

One door closes and another opens…

LBB> How do you manage the balance of being both a mother and running a successful business? 

Prue> I’m now back at work after my maternity leave, so I shall be navigating the balance of motherhood and work life for the first time. It’s going to be a delicate tightrope walk and certainly a space for learning. I’ll have to place boundaries around my working day for the first time in my career. I’ve always prioritised Odelay above all else, but now I will be incorporating some (very healthy) boundaries that will hopefully make me effective and efficient in the workplace, while still ensuring I don't burn out. It’s no longer sustainable for me to be on set for a full day shoot after a very interrupted night's sleep!

It’s a very dangerous ambition to expect to be able to put in the same amount of hours I did before having my child. Fortunately, the business has grown over the last eight years, so we have an incredible team who know exactly what they’re doing. This gives me a huge amount of confidence. Having Aly also at the helm steering our commercial division, allows us to increase our impact and productivity.

LBB> What challenges do women still face in the industry?

Aly> This is a big question and I’m not sure one paragraph is enough to get through it all!

I’ve been incredibly lucky in my career to have had some inspiring female role models and mentors to show me what is possible, but also sadly I know many brilliant women who have left the industry, or taken a more junior role because the juggle of family life, motherhood, menopause, caring for elderly relatives (the list goes on) alongside a career in production is just too much and burnout is everywhere.

Thankfully things are changing, flexible working is more normalised, job shares are beginning to happen in more senior roles and employers are realising that retaining good talent is more important than keeping to a traditional working day. There’s still a way to go, but I’m optimistic that the situation is improving.

I’m incredibly proud to be running a company alongside another woman, especially as I’m now in my 50’s and advertising is perceived as a young person's game. Representation is power and I hope that younger women starting out in the industry can see that it is possible to have a family or other caring duties alongside a successful and long lasting career

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?

Prue> I did, but I knew that the challenges I would face would be significant. In my background experience of producing, there is a high indexing of female producers, but as one starts getting to MD level there are certainly fewer women. This could be fairly off-putting and can allow for imposter syndrome to kick in. Having said that, it was my male co-founders who have been endlessly encouraging of me in my role, so the ‘barriers’ for me to get to this position were minimised. It’s essential for men in the industry to be allies and supportive of their female colleagues where possible. Their support contributed to me understanding that managing the business was a reality. I now  feel very comfortable and I really thrive on the challenges of the role. 

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?

Aly> There will always be natural born leaders, those incredibly charismatic people in our industry that inspire and energise us to do better. Personally I think it is a role that you also grow into as you become more experienced and learn from the people around you and, dare I say it, begin to give a little less of a shit what people think of you. Don’t get me wrong it definitely helps to have the right personality, but I do feel that with the right environment - one that supports and nurtures and encourages people to find their own way of doing things - that everyone can lead. 

I’m a huge fan of education and coaching. I started working with a coach almost a year ago and it has had a very positive impact on me, both on a personal and professional level.

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

Prue> I am not someone who likes to engage in conflict, but there will always be trickier conversations to have when dealing with people and daily challenges. I have learnt that it's best to have those conversations as soon as you see someone struggling, rather than think the situation will resolve itself - it wont! It’s usually about clear communication and working on a plan that helps to get someone back on track. 

Sometimes situations arise where I have to step in and help team members, who may be struggling to identify what ‘blocks’ them in their daily tasks. By figuring out what's holding someone back helps me to discover what kind of support I need to deliver. Sometimes that can be from me, external training, or by them taking their own initiative. Being able to work through issues and improving themselves proves to me that they are the right cultural fit for Odelay. 

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?

Prue> Failure is a big word. I don’t feel it’s helpful to look back and think about how I have specifically failed to achieve something. Every time a goal isn't reached I see it as an opportunity for growth So, I think well what could we have done differently, or how could I have navigated this better? Usually my biggest downfall is my patience; I used to want immediate results and for everyone to work at a fast pace that probably wasn't sustainable. I now spend a lot of time listening to podcasts and reading books, like ’The 7 habits of highly effective people’. This has helped me dissect the difference between efficiency and effectiveness. Sometimes taking time to really ‘get into the weeds’ over an issue, and letting solutions ruminate can be far more effective than a quick fire solution. 

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?

Aly> For me it's a fine line trodden between the two. I’m pretty straightforward as a person and don’t like a lot of bullshit and prefer the workplace to be an open environment where people are confident to share ideas and be a part of big conversations. Equally oversharing when it’s not needed can have an adverse effect on your staff and relationships. It’s important to be professional, have boundaries and show leadership.

Prue> I agree with Aly; there is a benefit in sharing small daily challenges with the wider team to help solve problems from different angles, but I would never want to burden the staff with something that may distract their focus or energy negatively. The fact we have a few of us in senior positions, between Aly and my co-founders, means we have a good set of minds to ‘huddle’ and get through anything that is thrown our way. 

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?

Aly> I’ve had a lot of people in my life who have really made me think about what kind of leader I want to be, some of them for the wrong reasons! I’ve already spoken about Linda Peryer who was such a brilliant mentor in my early career. The biggest turning point for me was when Amanda Martin (former owner of 2AM) asked me to come on board as a producer. Up to that point I hadn’t seen myself in a leadership position, but her faith in me changed that. Then 14 years later during a career break, when I wasn’t even sure I’d return to production, Nick Crabb persuaded me to come on board as Exec Producer at 2AM. We had worked together for years and as anyone who knows us will testify, we were a real team. This was a huge moment for me, it really changed the course of my career, and I realised that this was a role that really suited me.

I’ve always tried to informally support and mentor the people that I work with, so when lockdown hit I joined a mentoring initiative called Like Minded Females. I got teamed with a young graduate looking to get a career in advertising. It’s been an absolute joy mentoring her for the last 4 years. After that I joined Westminster City Lions mentoring programme, and I have also done some short term mentoring through a Hackney based production company Meteorite.

I always approach mentoring with the same attitude - this is a 50/50 relationship and I hope to get as much learning out of it as my mentee’s do.

LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?

Prue> We are always reviewing the evolving production scene. Being adaptable is key to running our business. Our recent accreditation as B Corp presents a key moment for Odelay. 

We are excited to work with more purpose driven organisations who may be a part of the B Corporation community too. Alongside all the other challenges that we face, we do feel that our core values aid us to traverse difficult waters. 

It’s always great to find brands that not only want to co-create excellent campaigns, but also have a positive impact in how they operate. This is exactly our sweet spot. We’re motivated by delivering films that we can all be proud of, while sleeping more easily knowing they have been crafted sustainably and ethically. 

LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?

Prue> Diversity and inclusion has always been at the core of Odelay’s approach to business. It’s simply part of our DNA. Roster wise; we are always reviewing where we are at, and looking for a broad and inclusive variety of voices. More recently we have signed many new female directors to ensure we represent a healthy balance of directing talent. The same is reflected within our core production team. Sexuality is a private factor, but interestingly the Odelay team is equally diverse.  

LBB> How important is your company culture to the success of your business? And how have you managed to keep it alive with increases in remote and hybrid working patterns?

Prue> Company culture is imperative to Odelay’s success. Film production is very competitive, but the experience of working with us is what sets us apart. Of course, we have our talented directors, who are the cherry on the cake. However, it’s the production team that are the ‘touch points’ for the Odelay experience, and I am very proud of them and the culture we have developed. 

We love to hire great people who reflect our hardworking, yet fun culture. When we get together in person it's really productive, but we also have faith that while working from home they’re equally effective. The size of the team and the inclusive culture we’ve created allows everyone to propose their ideas, which means we have a highly motivated workforce. I am eternally impressed by their innovation and commitment to Odelay.

LBB> What does 2024 hold for Odelay Films?

Aly and Prue> Well we’ve started 2024 with a bang as after a process that’s taken us over two years we are now certified as a B Corp business. This is a huge moment for us as a company and for our directors. We are excited about the opportunities that B Corp status will open up for us.

We made some fantastic signings over the course of 2023 and we will continue to grow our roster for both the UK and US into 2024 alongside nurturing and supporting our existing directors. This is a part of the job that we both absolutely love. Working with directors to really understand how they want their careers to evolve and helping them to make that happen is so rewarding.

A big focus for us will also be our expansion into the US, it has been an ambition since the early days of Odelay to open up over the pond. We’re excited by the opportunities that we are already seeing coming out of that market since we signed to The Family for representation last year. Our next focus will be the West Coast and we are already in conversation with a number of Reps there.

2023 was a great year for Odelay and we want to build on that into 2024.