Investing in diverse new talent must be more than checking a box

From corporate responsibility to emerging platforms and technology, consumer demands are more nuanced than ever before and, as our brand and agency partners look to improve on how we engage them, we must look within our own little bubble with the same awareness, openness and inclusivity. 

This is where underrepresented and emerging talent comes in. While the industry has made significant strides, there’s still a big gap to be filled when it comes to nurturing new directors. 

While the industry has made significant strides, there’s still a big gap to be filled when it comes to nurturing new directors. 

As a self-taught production company owner, I share a kinship with young and hungry talent. I strongly identify with their drive, their will to shake things up, their singular creative vision. When I started in this business, we were the underdogs in the bid pools, always punching above our weight and doing things differently because, as outsiders, we had to define our own ways of working, including making mistakes along the way. 

This experience has allowed me to see things differently, to do things in a different way, and to challenge the status quo. I’m still not immune to imposter syndrome, but now that our company is all grown up, I want to pay it forward by giving emerging and underrepresented talent their own opportunity to shine.  

Above: Emerging Asian-American director Cali Bondad.

Over the last couple of years, I’ve been doing a lot of listening and observing when it comes to diversity and the increased demand for women, BIPOC and LGBTQIIA+ directors; it sometimes felt like agencies, clients and other production companies were checking a box, making short-lived pledges instead of long-term commitments. While our roster was internationally and stylistically diverse, it was still leaning too heavily toward straight white males, and I knew we had to change this. Full of talent, sure, but not reflective of our industry and society in general. It was apparent that we had to implement changes to become a stronger and more inclusive production company.  

It is safe to award the same established directors, but it is just as safe to award an emerging one with the full weight of his/her company behind them.

Doing the work has been an eye-opening experience, to say the least. One thing that quickly became clear when onboarding Cali Bondad, an emerging Asian-American director I’ve followed for years, is she simply needed more opportunities and support to thrive and express her talent and vision. Emerging directors typically face barriers to entry and need to lean on their production company to expand their career; a strong director/EP relationship, hard work and fearless drive is key. With Cali, we saw an incredibly driven director who we knew would break down barriers with the right guidance and resources. We’ve seen impressive results, pitching her in strong bid pools against established directors, and we know it's just a matter of time for her to be at the top. 

This comes with a caveat, though. Bizarrely, the industry calls for more diversity and inclusion, but it's not quite closing the deal. We’ve seen it several times now, and that’s the reason I wanted to write this opinion piece. It’s still older white males landing the job over everyone else. I realise so many factors go into awarding these high-stakes, big-budget jobs, but I also believe decision-makers have an opportunity to take more risks on emerging talent – especially if they have strong resources on both the agency and production side. 

Experience is everything... but not the only thing. It is safe to award the same established directors, but it is just as safe to award an emerging one with the full weight of his/her company behind them. It’s more opportunities for a spark of genius, unexpected solutions, a different perspective, and probably more punch out of your budget.