INTERVIEWER: GOKHAN COLAK & MARIE GREEN

Your career spans television production, industry leadership, and higher education. What has motivated you to move between these different worlds throughout your professional journey?

My career has always been driven by a passion for storytelling and people. Starting in television production, I thrived on the immediacy of creating content that reached millions. Moving into higher education allowed me to nurture the next generation of talent, embedding industry connections into learning. Later, leading organisations such as Production Guild UK gave me the opportunity to shape policy, partnerships, and the future of the screen sector. Each transition was motivated by impact — whether on audiences, students, or the industry at large. Impact is a bigger driver for me, making a difference.

Having worked with major broadcasters such as BBC, ITV, Channel 4, and Sky, how have you seen the screen industries evolve over the past two decades?

Working with BBC, ITV, Channel 4, and Sky, I’ve seen the screen industries undergo seismic change. Two decades ago, linear broadcasting ruled; today, streaming platforms and global content markets set the pace. Audiences demand ondemand, diverse, and international stories, expanding opportunities but intensifying competition. The rise of independent content creators — able to reach global audiences directly — has shifted power dynamics. Broadcasters can no longer ignore this; to stay relevant, especially with younger viewers, they must collaborate and innovate.

Generational habits illustrate the shift: I still scroll through TV channels before
checking Netflix, while my 22yearold son heads straight to YouTube, TikTok, and streaming platforms, turning to broadcasters only for “appointmenttoview” live sport. That contrast captures the urgency facing traditional media — adapt or risk irrelevance.

Creative industries are often described as drivers of both economic growth and cultural innovation. How should societies balance these two dimensions?

The creative industries are not just cultural assets — they are an economic
powerhouse, contributing billions to GDP while shaping global influence. They
generate jobs, drive innovation, and fuel exports, but their true strength lies in their dual role: as engines of growth and as custodians of cultural identity. Investment strategies must therefore balance commercial return with safeguarding diversity, ensuring that creative ecosystems remain inclusive and representative.

Growth should be measured not only in financial metrics but in the richness of voices amplified, the innovation fostered, and the resilience of creative talent pipelines. At their best, the creative industries define a nation’s soft power, projecting values and culture across borders. From film and television to gaming and design, they translate globally, influencing perceptions, strengthening diplomacy, and opening new markets. In an era of streaming platforms, digital creators, and AI-driven content, the creative industries are positioned at the intersection of commerce and culture. Their ability to
adapt, innovate, and connect makes them one of the most strategic sectors for societies seeking both economic competitiveness and cultural relevance in the next decade.

Media scholar John Hartley has argued that the creative industries thrive on the interaction between creativity, knowledge, and technology. How do you see this relationship evolving today?

Creativity, knowledge, and technology: Hartley’s triad is more relevant than ever. Creativity fuels ideas, knowledge ensures credibility, and technology scales impact. Today, the convergence of AI, immersive media, and global collaboration is redefining how stories are told and consumed. The challenge is ensuring technology enhances — rather than dilutes — creativity.

Universities are increasingly expected to prepare students for rapidly changing creative careers. What skills do you believe will be most valuable for the next generation of media professionals?

The next generation must combine adaptability, digital fluency, and entrepreneurial thinking. Beyond technical expertise, resilience, collaboration, and ethical awareness will be critical. With AI and automation reshaping workflows, human creativity, leadership, and critical thinking remain irreplaceable assets.

Equally important is the ability to curate and exercise taste. In a world flooded with content, the professionals who can distinguish quality, elevate originality, and guide audiences toward meaningful experiences will hold real power. Curation is not just about filtering — it is about shaping cultural value, setting standards, and building trust. Taste becomes a differentiator: the ability to recognize what resonates, what endures, and what aligns with both market demand and cultural integrity.

As algorithms increasingly drive discovery, human judgment will be the
counterbalance. The creative industries will need leaders who can blend data
insights with aesthetic sensibility, ensuring that innovation does not come at the expense of quality. In this sense, curation and taste are not soft skills — they are strategic capabilities that define competitive advantage in the global creative economy.

You have extensive experience building partnerships between academia and industry. What makes these collaborations successful, and where do challenges most often emerge?

The most successful partnerships are built on mutual benefit: academia provides research and talent pipelines, while industry offers real-world relevance and opportunities. Challenges often arise around differing timelines — academia moves at a slower pace than industry — and aligning priorities. Clear communication and shared goals are key. It is essential, even more than ever, that both work hand in hand to navigate the rapid technological advances, solve real world problems and innovate.

Streaming platforms and global content markets have transformed screen
production. How are these changes affecting creative opportunities and professional pathways?

Streaming platforms have democratized access to audiences and opened new
pathways for talent, but they’ve also intensified demand for scalable, internationally appealing formats. For professionals, this shift means unprecedented opportunities to work globally — alongside the challenge of understanding diverse markets and cultural nuances.

When I began my career over 30 years ago, the UK film industry was relatively
small, and I chose the factual entertainment pathway — what we now call unscripted — a genre in which the UK excelled. Today, the landscape is transformed: Netflix alone invests more than £1 billion annually in original UK content, creating opportunities across every genre. This scale of investment underscores the creative industries’ role as both an economic engine and a cultural force, positioning the UK as a global hub for storytelling that resonates far beyond its borders.

The power of the creative industries lies not only in production volume but in their ability to shape taste, set cultural agendas, and project soft power internationally. Streaming has accelerated this influence, ensuring that UK talent and formats can compete — and thrive — on the world stage.

Artificial intelligence is beginning to influence content creation, production
workflows, and audience engagement. What opportunities and concerns do you see for the screen industries?

AI offers exciting opportunities: automating production workflows, enhancing
audience insights, and even co-creating content. Yet concerns remain around
intellectual property, creative authenticity, and workforce displacement. The industry must embrace AI as a tool while safeguarding human creativity and ethical standards. One of the most pressing challenges is copyright and IP across territories. In a global content market, rights management is complex and fragmented — what is protected in one jurisdiction may be interpreted differently in another. This lack of harmonization creates uncertainty for creators, investors, and distributors. As AI accelerates crossborder production and distribution, the ability to navigate international IP frameworks will become a strategic necessity. Without clear global standards, societies risk undermining both creative ownership and commercial value.

You have been actively involved in organizations supporting diversity and
professional standards within film and television. What progress has been made, and what challenges remain?

Progress has been made in diversity and professional standards, but the work is far from complete. Representation at leadership level remains uneven, and inclusion must be embedded into organisational culture rather than treated as a token gesture. Sustained effort, clear accountability, and active mentorship are essential to drive lasting change. In an industry that is predominantly freelance, these goals are harder to achieve — structures are fragmented, and responsibility is often diffuse. Yet neglecting them is not an option. Without genuine commitment to diversity and standards, the creative industries risk losing relevance, credibility, and the very talent that fuels their future.

Looking ahead, what do you believe will be the most important challenge—and opportunity—for the creative industries over the next decade?

For the decade ahead, the biggest challenge (and opportunity) will be navigating technological disruption — from AI to immersive media — while ensuring inclusivity and sustainability. The greatest opportunity lies in harnessing creativity as a force for global connection, cultural understanding, and economic resilience. The creative industries can lead in shaping not just entertainment, but society’s future.