Navigating Change

 

The Film & TV and Media sectors are no strangers to reinvention. Whether driven by market shocks, technological shifts, or structural disruption, organisations often face moments where restructuring, transition, or change becomes necessary, not just to survive, but to evolve.

 

Drawing on my experience across both growth and crisis cycles, I’ve led and supported change programmes involving operational realignment, business model transformation, departmental restructuring, and board-level repositioning. These moments often demand clarity, discretion, and fast but measured execution.

 

Lessons from AVTN

 

At AVTN NewsNet247, our proposed media network was designed from the ground up to be future-proof, yet even

within our planning, we accounted for post-Brexit realignment, shifting capital markets, and rapid advancements in production and distribution technology. The project was fundamentally about change: changing who controlled media narratives, how newsrooms operated, and how financial architecture could support diverse global output.

Importantly, AVTN also reflected a forward-looking philosophy, embracing emerging technologies such as AI, blockchain, and automation not as buzzwords, but as tools to solve real-world challenges. From newsroom automation and decentralised rights management to scalable language services and multi-platform playout, our approach was rooted in pragmatism and open-mindedness, with a clear eye on both immediate needs and future opportunity.

 

From Legacy to Leadership

 

In other roles, I’ve supported or implemented board-level initiatives for CEOs and leadership teams, contributing to restructuring efforts, strategic repositioning, and operational transitions across Film & TV and Media businesses. This includes right-sizing, digital transformation, and change preparation in advance of merger, acquisition, or leadership succession, particularly in capital-intensive or technically complex environments.

 

Principles of Effective Transition

 

Key principles I prioritise:

 

• Aligning structure with strategic vision.
• Minimising disruption while enabling renewal.
• Protecting operational integrity during transitional periods.
• Communicating change clearly, internally and externally.

 

Strategic Change for Media Businesses

 

If your organisation is entering a period of transition or transformation, whether through M&A, market contraction, or strategic repositioning, I bring decades of leadership experience in shaping structure, aligning teams, and delivering stability through change. I’m interested in senior roles where I can embed fully, drive meaningful progress, and help build long-term value from within.