How I work

I was never a fan of late nights in the office. Not because I'm lazy, or because I don't think my team can handle pressure. But because tired people make bad decisions. And bad decisions kill good ideas.

My own standard is simple: would I want to watch this? Would I share it? If the answer is no, it's not ready.

In meetings, I present work with conviction – but the moments I pay most attention to are the ones where uncertainty creeps in. When someone can't follow, when a question doesn't get asked, when the room goes quiet in the wrong way. That's usually where an idea is about to die. I try to catch it before it does.

And sometimes, you simply don't give up. I spent a long time looking for an NGO that would say yes to Lost Choir – until I found one and convinced them myself. That doesn't always work. But it did that time.

That's the job. Not just making brave work. Making sure it survives long enough to exist.