Barry Sonders on Getting “Comfortable with Tough Conversations”

Barry Sonders is a veteran executive producer who has redefined agile production and branded content for agencies like W+K, 72andSunny, Crispin, Anomaly, and Ogilvy, as well as brands including Amazon, Google, Starbucks, Audi, Spotify, and Walmart.

For nearly two decades, he owned and led PF100, a Los Angeles–based production company that delivered hundreds of campaigns for Fortune 500 companies such as Coca-Cola, Delta, McDonald’s, Playstation, Porsche, Target, Toyota, Uber, UPS, Verizon. PF100 also partnered with acclaimed production companies like Caviar, Bullitt, The Directors Bureau, Knucklehead, and RSA. His work has earned numerous honours, including a National Gold Addy for Cinematography.

Originally from Rochester, NY, Barry built his career in New York City as a producer, executive producer, and ultimately head of production at Translation, where he oversaw campaigns for Bud Light, State Farm, McDonald’s, and Coke Zero – helping launch Bud Light Platinum and Lime-A-Rita.

Barry sat down with LBB to discuss why good leadership isn’t about having all the answers, making sure that every voice gets heard and to reflect on a career working closely with industry leaders.

LBB> What was your first experience of leadership?

Barry> My first real experience of leadership came at 21, when I started my own production company producing music videos. It was the first time I had to figure out how to communicate effectively with a crew, understanding what they needed to do their jobs well, while making sure the project came together successfully.

What I learned early on was that good leadership isn’t about having all the answers, but about creating an environment where people feel supported and clear on the vision. That experience taught me the importance of listening, trust, and making sure everyone feels invested in the outcome.

LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?

Barry> I’ve been lucky to work closely with a lot of CEOs, founders, managing directors and EPs from a pretty young age. Watching them up close, I saw what drew people in — and also what pushed people away.

Being in those rooms, and being aware enough to take it all in, gave me the chance to absorb those lessons in real time and later shape the kind of leader I wanted to become.

LBB> What experience or moment gave you your biggest lesson in leadership?

Barry> One of the most important lessons in leadership actually came from outside of work. My wife introduced me to Brené Brown’s books, and one simple phrase stuck with me: “Clear is kind”. It completely reframed how I think about leading people. Being direct and transparent isn’t harsh – it’s actually one of the most supportive things you can do.

That idea pushed me to get comfortable with tough conversations, to set clear expectations, and to remove the grey areas that can cause confusion or frustration. It’s a principle I’ve carried into every team I’ve led since.

LBB> Did you know you always wanted to take on a leadership role? If so how did you work towards it and if not, when did you start realising that you had it in you?

Barry> I’ve known since I was 21 that I wanted to be in a leadership role. When I moved to New York and sold my first project, I suddenly had the chance to start hiring people to bring it to life. The rush I felt from leading something from start to finish was unlike anything I’d experienced before, and I knew right then that I wanted more of it. That feeling of building something with a team, and seeing it all come together, set me on the path I’ve been on ever since.

LBB> When it comes to 'leadership' as a skill, how much do you think is a natural part of personality, how much can be taught and learned?

Barry> I think leadership can be taught, but I also believe there’s a natural wiring that plays a big role. If you don’t have an innate drive to lead, there may be a ceiling on how far you can go in that role.

Over the years, I’ve seen all kinds of leaders – quiet, loud, confident, anxious – and each can be effective in their own way. Your environment and your community have a monumental impact on who you become. To me, the same is true with leadership: who you learn from, and how you’re guided, shapes the kind of leader you evolve into.

LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?

Barry> The most challenging part of leadership for me is working closely with people who are also your friends. It can be incredibly rewarding, but it also makes you more vulnerable. The line between personal and professional can blur, so I’ve learned the importance of setting clear expectations and communicating the ‘why’ behind decisions.

When everyone understands that choices are made in the best interest of the business rather than a personal decision, it helps differentiate personal friendship from work and keeps trust intact on both sides.

LBB> Have you ever felt like you've failed whilst in charge? How did you address the issue and what did you learn from it?

Barry> Absolutely. The times I’ve felt like I failed usually come down to communication. If I don’t communicate enough, I’m not setting the team up for success.

Those moments are frustrating, but also the most valuable, because they highlight something I can control and improve. Each time it’s been a reminder to over-communicate, be clearer, and make sure the team has everything they need from me to succeed.

LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?

Barry> I think the answer is both, and I don’t think there’s a single ‘right’ approach. For me personally, I lean more toward openness and authenticity. I’ve found that when I can genuinely connect with the people I’m leading, it builds trust and inspires them to excel.

At the same time, I’ve learned that being careful and considered has its place too, especially in moments where the stakes are high or the message requires more nuance. Ultimately, it comes down to knowing your team and understanding what they respond to.

Leadership to me is about striking that balance, almost like a dance, between openness and authenticity, and thoughtful consideration.

LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?

Barry> I’m grateful to have had many mentors throughout my career thus far; people I admire and have been fortunate enough to learn from.

Life is learned through experience, and business and leadership are no different. You learn by example, and you lead by example. I’ve always made a point to surround myself with people smarter than me, with different perspectives than mine, and I’ve never been afraid to ask questions. Asking questions is everything.

Everyone has a story, and finding a mentor who’s willing to share theirs makes all the difference. On the flip side, I want to pay that forward, and I’m actively carving out time to mentor aspiring leaders.

LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?

Barry> By setting the right example.

When things are going well, I make sure the team feels that momentum and security. When circumstances shift, I don’t sugarcoat it – I’m upfront about what it means and what adjustments we need to make. Transparency is key.

If people are prepared for the challenges ahead, nothing feels like a surprise, and that clarity helps the team stay focused and steady no matter what comes our way.

LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?

Barry> For me, it starts with making sure every voice is heard and has a seat at the table. Diverse perspectives fuel better ideas and better outcomes. If you’re not listening to different points of view, I don’t know how you can truly lead a team to greatness.

LBB> What are the most useful resources you’ve found to help you along your leadership journey?

Barry> Company culture is hugely important to us, especially as we grow and scale at speed. Of course, we love when people are in the office together, but we also respect and support remote work. We make video conferences a priority, both for departments and the company as a whole, and I see those moments as part of our culture too. It’s about making sure everyone feels comfortable contributing ideas, laughing, speaking up, and being themselves.

As for resources that I have found more useful to my leadership journey, it really comes down to other people and perspectives. Having conversations with different people, reading books, chatting up my mentors — they’ve all played a role in shaping how I lead today. No one figures out leadership on their own, and I’ve found that learning from others is the most powerful tool of all.