Lessons in creative leadership from See-Saw Films CEO Emile Sherman

Managing an award-winning film and television production business requires strategic leadership, risk management, and sustainable business planning

Running a successful film and television production company requires more than creative vision. For Emile Sherman, co-founder and CEO of See-Saw Films, the path to producing award-winning content like The King’s Speech and Lion demonstrated that success in the entertainment industry relies heavily on fundamental business principles.

While the entertainment industry often conjures images of red carpets and celebrity encounters, the reality of running a production company involves complex financial decisions, strategic planning and careful risk management. Mr Sherman’s journey from independent producer to CEO of a global production house highlighted the critical importance of business acumen in an industry where creative and commercial success are inextricably linked.

See-Saw Films’ evolution from a partnership between Mr Sherman and Iain Canning, to an Academy Award, Emmy and BAFTA-winning television and film production company with offices across London and Sydney, illustrates the value of complementary business skills. “We bring complementary skills and also overlapping skills – I’m stronger on the finance side, and at the beginning, at least, had more experience in physical production. He was stronger on the marketplace side,” said Mr Sherman, who was recently interviewed by Dr Juliet Bourke, Professor of Practice in the School of Management and Governance at UNSW Business School for The Business Of, a podcast from UNSW Business School.

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The company’s growth trajectory demonstrated that sustainable success in film and television production demanded more than spotting the next cultural phenomenon. It required building a robust business infrastructure, understanding market dynamics, and developing systems to manage multiple projects simultaneously. Through careful strategic planning and calculated risk-taking, See-Saw Films established itself as a respected name in global entertainment, proving that behind every successful creative endeavour lies sound business practice.

Strategic risk management in content production

The entertainment industry presents unique business challenges that demand careful strategic planning. “It’s a very risky industry in the sense that you’re a serial entrepreneur doing research and development into project after project. And it’s very costly, and you never know when something’s going to go into production or not, whether it’s going to be made. And then if it’s made what’s going to be successful?” asked Mr Sherman, who holds a Bachelor of Laws and Master of Arts from UNSW Sydney.

See-Saw’s approach to managing these risks involved making calculated decisions about project ownership and control. A pivotal moment came during the production of The King’s Speech, when the company faced a choice between a secure studio deal or maintaining independence. “We had a moment before it was financed where many companies passed on that project, but we had a number of companies that were really keen. And one was a studio where we would have essentially handed over the project to them,” Mr Sherman said. “We really made that very conscious decision at that moment to take the harder path, because we actually enjoy it, like it’s a lot of fun.”

Building a sustainable business model

See-Saw Films developed a diversified portfolio approach to ensure sustainability in a volatile market. The company balanced creative ambition with commercial viability, carefully selecting projects based on market demand and potential returns. Mr Sherman noted their strategic evolution: “From those sort of what we’d call quality crossover movies to limited television with Top Of The Lake many years ago and a number of series – the Essex Serpent and The North Water – and then much more into returning TV now.”

The company’s business model adapted to changing market conditions while maintaining core principles about project selection. “When a story comes to us, the key decision at the beginning is what format – if it’s a great story – what format is it best suited for? And then what are the economic structures that allow stories in that format to be made and to thrive?” Mr Sherman explained.

Market understanding and strategic decision-making

A crucial element of See-Saw’s success lay in its deep understanding of market mechanics. Mr Sherman highlighted the importance of recognising market constraints: “You might have a story that actually works best as a film, but there’s no marketplace for that film, there are no buyers for that sort of movie. Because the buyers are very specific in our industry, some might be looking for certain sort of movies and others looking for others.”

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This market awareness informed their approach to project development and financing. The company developed sophisticated strategies for different types of content, recognising that each format and genre required a unique approach to funding and distribution. “Sometimes we do a production not because we’re earning huge amount of money, but because we want to work with that director and build a relationship. Other times, we think it might be a great honeypot for other talent, because we think it’s going to win awards and sit well on the festival circuit,” Mr Sherman explained.

Leadership in creative industries

The transition from hands-on producer to business leader required Mr Sherman to develop a comprehensive understanding of talent management and strategic leadership. “As a producer, I think there’s a sort of weird combination of a whole range of things. The talent for knowing how to spot talent, I think that’s at the core of it, a sense of taste that resonates with the marketplace and leadership skills, strategic skills, finance skills, and an understanding of the market,” he reflected.

This leadership approach aligned with what Professor Claire Annesley, Dean of UNSW Arts, Design and Architecture, identified as crucial business capabilities. “Enduring human skills, or enduring human capabilities, are basically the skills that robots and AI can’t replace or replicate, and for that reason, these are the skills that set people up for the most rewarding and successful careers,” she emphasised.

These enduring capabilities proved essential in navigating the complex landscape of international film and television production. Prof. Annesley elaborated on their practical application: “The capability to be creative, to collaborate, to communicate, to think critically – and anybody who’s running a business I would really advise them to look for, recognise, nurture and reward those kinds of human capabilities, because they are really what will help any business or any organisation thrive.”

The experience of See-Saw Films validated this perspective. Their success in managing complex international productions, like The North Water series with Colin Farrell, demonstrated how these fundamental capabilities translated into practical business outcomes. The production, shot in the Arctic Circle, required exceptional problem-solving abilities, strategic thinking, and collaboration across multiple stakeholders including insurance companies, completion bond companies, and international crew members.

This emphasis on human capabilities also informed See-Saw’s approach to talent development and team building. “If you feel that they are not up to scratch or not where you’d like them to be, that’s where I would really invest. The technical skills can be picked up really quickly, but invest in the creative capacity of a staff cohort, create an environment that’s rich in collaboration with really safe and fearless teams, and encourage open, honest, candid communication while rewarding and celebrating critical thinking,” Prof. Annesley concluded.