How I Work

My internal process is usually to review the status of the existing film sector in the area, make the necessary comparisons with key competitors, and devise the appropriate strategies and plans that will allow each client to achieve their sector-specific goals. These goals can include I can also work with you to apply for funding to help you hire me! Irrespective of a client’s goals, my programs are usually devised along a time-tested standard workflow that begins with Research. In this phase I collect the relevant information I need to best understand the specific status quo of the sector. Research is followed by Analysis, where I take the information I have collected, and I try to digest it, particularly in comparison with industry norms. Gap Analysis and SWOT analysis are useful here. Once the information has been analysed, I then move on to Recommendations, where I make a number of inter-linked proposals of specific, measurable programs that can be used to drive sector development in the area. These are frequently based on programs that have been successfully applied internationally and typically fall under the Strategic Areas of Institution Development, Asset Management and Capacity Development. (see below for more info.) And finally, once those recommendations have been accepted by the client, I move on to Reporting. At this point, I finalize all of the written documentation that will come out of the program, (Business Plans, Strategic Plans, Operational Plans, Incentive Programs etc.) I have also frequently worked with my clients to assist them to operationalize the recommended programs to ensure that they are successfully delivered.

My Strategic Outcomes
My experience has lead me to believe that the film industry typically requires four elements to be in place in order for there to be a thriving sector that can contribute economically to a jurisdiction. These are:

  • the institutional capacity to handle film sector development, specifically through the creation of a Film Commission.
  • A competitive “film friendly” environment delivered through formal and informal film management protocols that minimize risk for both filmmaker and host.
  • Appropriate marketing collateral and capacity, to promote the destination internationally.
  • Sector skills, particularly producer skills, and networks development so that film professionals can operate globally at the highest levels.

These needs are met by addressing the following strategies and focus areas.


  • FOCUS AREA i:  Ensure that jursidictions have the requisite institutional capacity to handle film sector business development, specifically through the creation & development of Film Commissions.


  • FOCUS AREA i: Creation of a competitive “film friendly” environment in order to maximize inward investment in the region from both public and private sectors
  • FOCUS AREA ii: Improved promotion of the jurisdiction as globally competitive destinations for both international and domestic production


  • FOCUS AREA i: Assist development of personnel capable of generating and supporting higher and more consistent levels of production, able to engage with international partners. Ensure that local stakeholders are exposed to appropriate, available opportunities

My recommendations are usually a combination of some or all of the above. Obviously a number of different issues affect each distinct jurisdiction, and no “one-size-fits-all” or “plug-and-play” solution exists that can support every aspiring film center. The key is to determine which elements are most appropriate to undertake given the specific local requirements of each area.