The Invaluable Resources on Joanna Hall’s Leadership Journey

Originally from Texas, Joanna Hall’s journey in post-production began as an assistant editor in Dallas. Recognising her talent for client relations, she seamlessly transitioned into producing, carving out her place in the industry.

Reflecting on her career, Joanna remarks, “Starting as an assistant editor truly shaped the producer I am today.”

Her producing career began at Filmworkers Club Dallas, where she managed projects for colourists and audio mixers. She then ventured to Austin to work at Beast, and eventually to LA, before transitioning to freelance producing for renowned editorial houses such as Nomad, Rock Paper Scissors, Cosmo Street, Cut & Run, Whitehouse, and top-tier clients including Apple, Google, Facebook, Xbox, Samsung, Audi, Porsche, and more.

In pursuit of fresh challenges, Joanna took her talents to NYC, working with prestigious editorial houses like Arcade, Cut & Run, Jump, and Beast NY. Despite her travels, Joanna’s heart remained in Austin, where she freelanced for Cut & Run Austin and Union Editorial, serving as an interim executive producer.

Beyond her career in editorial, Joanna has also delved into the world of VFX, notably serving as one of the VFX producers on Beyoncé’s film 'Homecoming' for the creative studio The Artery.

For Joanna, it’s the community that fuels her passion for post-production. Teaming up with Abandon Editorial, she’s eager to blend her expertise with Edward and Jonny’s vision, nurturing the unique spirit that defines Abandon.

LBB> What was your first experience of leadership?

Joanna> My first experience with leadership was directing at my high school TV station.

As one of the younger students in a class filled with juniors and seniors, I was given the responsibility of directing the week’s broadcast. It was a moment where I had to step up, be confident in my decisions, and prove that I was capable of leading the team.

Since we taped the broadcasts the night before they aired, it was on me to keep things running smoothly and on schedule - no one wanted to be stuck editing into the early morning hours before school.

That experience was a huge confidence builder and taught me early on that strong relationships with your team make leadership much more effective.

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?

Joanna> Being the youngest of five, I’ve always been observant - learning from those around me, both what to do and what to avoid. I’ve come to understand that leadership isn’t one-size-fits-all; different styles work for different people.

For me, it’s been about finding an approach that feels authentic while also being effective. Personality plays a big role in leadership, shaping not just how you lead but also how you want your team to see and connect with you.

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

Joanna> Before stepping into a full-time executive producer role, I had the opportunity to fill in as an EP at several different editorial companies. One of the biggest leadership lessons I learned during that time was the distinction between doing what feels like the right thing and doing what is right for the company.

Those two aren’t always the same, and navigating that balance - making decisions that serve both the people and the business - is one of the most important challenges of leadership.

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?

Joanna> I think I’ve been a bit of a reluctant leader over the years.

Growing up, I was always the 'young one' - I skipped first grade, had a late birthday, and was often the youngest in school, friend groups, and later, in work environments. Because of that, my age was sometimes used as a reason to question whether I was “ready” for certain roles.

But my experience freelancing at top editorial houses taught me to trust my instincts, rely on my expertise, and support those around me.

I’ve always had a team mentality, thanks to playing sports growing up. If I see potential in someone, I champion them - sometimes people don’t recognise their own strengths, but I make a point to.

I truly stepped into leadership at Abandon Editorial because of the support I had from Jonny and Edward (the founders). Their trust in me made me want to step up, not just for them but for the incredibly talented editors I get to work with every day.

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?

Joanna> I think a lot of it is natural, but I think the support you receive over the years can also empower people to really see themselves in a new way and as a leader.

Confidence is key.

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

Joanna> I think what is hard about leadership is that nothing is ever black and white and you have to weigh so many factors when making decisions. But you have to trust your gut and experience, because you won’t always get it right but you will always learn from the experience.

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?

Joanna> When you're responsible for bringing in work for editors, it’s natural to feel a sense of urgency at times.

However, these moments can be viewed as a great opportunity to take action - finding creative ways to connect with clients, keeping relationships strong, and ensuring your team stays top of mind. It’s all about striking the right balance: staying engaged and proactive without overwhelming potential collaborators.

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?

Joanna> I naturally gravitate toward being an open book - being myself and transparent feels the most comfortable to me.

Authenticity is important, but over the years, working with a wide range of personalities, I’ve come to appreciate the value of being thoughtful and measured in my approach. It’s not just about honesty; it’s about understanding how the other person will receive it.

When working with creatives, in particular, you have to be mindful - sometimes that means protecting them, whether from themselves or outside influences, so they can focus on doing their best work.

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?

Joanna> I’ve been fortunate to have many mentors over the years, but one person I always come back to is Valerie Anderson. From the early days at Beast Editorial Austin and later at Beast LA, she recognised something in me and has been a constant source of support throughout my career.

What inspires me most about her is her wealth of experience combined with her relentless curiosity - she’s always looking ahead, adapting to industry changes, and staying ahead of the curve. She’s taught me to keep pushing forward, embrace growth, and never let negativity hold me back.

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

Joanna> It is challenging, especially as agencies and their parent companies are trying to keep more and more work in-house. Not to mention all of the changes this industry went through due to the covid pandemic.

But with those challenges, come new opportunities. I never could have imagined being able to work remotely in post production until the pandemic, and that opened us all up to opportunities to work with people all over the world and to sometimes have a better work life balance. Change is a constant, so we always have to be ready to adjust.

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

Joanna> Well it is something we are always striving for. We are still growing, so there will be lots of opportunities as we fill more and more positions. But different people bring different perspectives and in a creative industry you need variety so diversity and inclusion is important.

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?

Joanna> Culture is shaped by the people, and we’ve been fortunate to work with an incredible team. We see remote and hybrid work as an opportunity rather than a challenge, so we prioritise coming together whenever possible. These moments reinforce just how lucky we are to work with such great people.

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

Joanna> Mentors and peers in the industry have been invaluable to my leadership journey. Having a strong network of people who are tapped into the pulse of the business helps navigate an ever-evolving landscape.

With so much information out there, it’s important to stay connected - not just through conversations but also by keeping an eye on the work being created. Online databases and social media have made it easier than ever to follow each other’s work, stay inspired, and reach out to build relationships.