Finding Your Own Voice with Kim Griffin
Kim Griffin is the founder, CEO and executive producer of Fresh Film, a BAFTA-winning global production company and creative studio, renowned for its work in beauty, authentic storytelling, and championing gender balance.
Since launching in 2006, Kim has grown Fresh Film into an international network with offices in London, New York, Asia, and Prague, uniting a diverse collective of directors, photographers, producers, and creatives. Together, they have delivered standout campaigns for leading brands including Maybelline, Starbucks, Under Armour and Unilever, while creating space for fresh voices across the industry.
At Fresh Film, Kim continues to bring together diverse talent and authentic voices, with a focus on craft, collaboration, and inclusivity. Her passion for storytelling and her commitment to supporting both established and emerging creatives remain central to the company’s work and culture.
Kim sat down with LBB to discuss early lessons in team management, why fear-based leadership doesn't work and knowing when to step back and trust your crew.
LBB> What was your first experience of leadership?
Kim> Honestly, my first real experience of leadership wasn’t in a boardroom – it was on a scrappy short film set in my early twenties. We didn’t have a big budget, so I ended up doing about six jobs at once – producer, location scout, problem-solver, snack provider.
I realised leadership wasn’t about having all the answers, it was about creating an environment where everyone felt safe to give their best ideas. That lesson has stuck with me ever since – whether I’m running a small crew in one city or a team across several countries.
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?
Kim> I figured it out by paying attention to how I felt in rooms led by other people. I’ve worked with leaders who inspired me and leaders who… taught me what not to do.
Early on, I noticed that I thrived under people who listened, who didn’t treat questions as challenges, and who made space for voices that weren’t the loudest in the room.
On the flip side, I saw how fear-based leadership crushed creativity, and I promised myself I’d never run my company like that. I don’t get it right every day, but I try to lead in a way where my team feels heard, respected, and trusted – whether they’re in our London office, our LA office, or on a set halfway around the world.
LBB> What experience or moment gave you your biggest lesson in leadership?
Kim> One of my biggest lessons came during a shoot that went completely off the rails – weather delays, a key crew member stuck at the airport, equipment lost in transit.
My instinct was to try to fix everything myself, but I quickly realised that wasn’t leadership, that was panic. So I took a breath, trusted my team, and let everyone lean into their strengths. Not only did we pull it off, the final product ended up stronger because more people had ownership in the solution.
That taught me that leadership isn’t about being the hero – it’s about creating a space where other people can step into theirs.
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?
Kim> I didn’t set out thinking, ‘I’m going to be a leader.’ I just wanted to tell stories and make films that mattered. But somewhere along the way – probably after the third or fourth time people started turning to me with ‘What should we do?’ – I realised I was naturally stepping into that role.
Once I noticed it, I worked on it deliberately: reading, listening to mentors, and throwing myself into projects that scared me a little. I think leadership is less about chasing a title and more about saying yes to responsibility before you feel 100% ready.
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?
Kim> Leadership is a blend of both innate qualities and learned skills. Some people have natural empathy or decisiveness, but many leadership capabilities – like communication, strategic thinking, and conflict resolution – can absolutely be developed with intention and practice.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Kim> For me, the most challenging part is knowing when to step back. I’m hands-on by nature – I love being in the middle of the action – but running a global company means I can’t be everywhere, making every decision. Learning to trust that my team will handle things beautifully without me hovering has been a big growth area. I work through it by surrounding myself with people whose judgment I respect completely, and by reminding myself that my job isn’t to do everything, it’s to make sure the right people are in the right seats, with the resources and trust they need.
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?
Kim> Of course – anyone who says they haven’t is either brand new to leadership or not being honest. One time, I pushed a project forward even though my gut was telling me we weren’t ready. We missed a key deadline, the client wasn’t happy, and it was a tough pill to swallow. I owned it with the team and the client, apologised, and then we sat down to figure out what went wrong. The big lesson for me was that as a leader, your instincts are there for a reason – ignoring them to keep momentum can backfire. Now, I give myself permission to hit pause when something doesn’t feel right, even if it’s uncomfortable in the moment.
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?
Kim> I think it’s about finding the sweet spot. I believe in being open with my team – sharing the ‘why’ behind decisions, admitting when I don’t have all the answers – because that builds trust. But I’ve also learned that not every piece of information helps people do their jobs better, and oversharing can sometimes create unnecessary stress.
So my approach is: be authentic, be human, but also be intentional. It’s not about hiding things, it’s about communicating in a way that’s clear, constructive, and keeps everyone focused on moving forward together.
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?
Kim> I’ve been lucky to have more than one mentor – not all of them official. Some were seasoned producers who taught me the craft and the business side of film. Others were leaders I met along the way who modelled how to stay calm under pressure or navigate difficult conversations with grace.
What I’ve learned from them is that leadership is as much about character as it is about competence. On the flip side, I do mentor aspiring leaders, both inside my company and in the wider film community.
My approach is to listen more than I talk, to help them find their own voice rather than shape them into a copy of me. The best mentors I’ve had didn’t give me a script – they gave me the confidence to write my own.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Kim> I think part of leading in this industry – or any industry right now – is accepting that change isn’t the exception, it’s the rule.
When things get turbulent, my first job is to stay calm, because if I panic, my team will feel it instantly. I focus on giving them clarity where I can, even if the clarity is, ‘We don’t know yet, but here’s what we’re doing in the meantime.’
I also try to turn uncertainty into opportunity – shifting resources, exploring new markets, or finding creative solutions that wouldn’t have come up if everything had gone to plan. It’s not about pretending the waters aren’t choppy, it’s about steering in a way that keeps everyone moving forward together
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Kim> For me, diversity and inclusion can’t be an afterthought – it has to be part of the DNA of the company.
In film, the stories we tell are richer when they come from a variety of perspectives, so I’ve made a point of building teams that reflect that. That means being intentional in hiring, working with recruiters and networks that reach beyond the usual circles, and creating spaces where people feel safe to contribute their ideas.
Across our global offices, that also means respecting and learning from different cultural contexts rather than trying to make everyone fit the same mould.
Inclusion isn’t just about who’s in the room – it’s about making sure they’re heard once they’re there.
LBB> How important is your company culture to the success of your business? And how have you managed to keep it alive with increases in remote and hybrid working patterns?
Kim> Our company culture is everything – it’s the thread that connects our teams from LA to London to wherever we’re filming that week.
In a creative industry, culture is what keeps people inspired when the hours are long or the challenges are tough. Remote and hybrid working definitely tested that, but it also pushed us to be more intentional. We’ve built in regular check-ins that aren’t just about tasks, we celebrate wins loudly – no matter the size – and we make time for face-to-face moments whenever we can, even if it means crossing a few time zones.
Culture doesn’t survive by accident; you have to keep feeding it, even if it’s through a screen.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Kim> Honestly, my most useful resources have been people. Mentors, peers in the industry, even team members who’ve taught me things I didn’t expect – those conversations have shaped me more than any manual.
That said, I’m a sponge for anything that gives me a new perspective, whether it’s a great leadership book, a podcast during a long flight, or hearing a panel at a film festival.
Travel itself has also been a resource – running a global company means I’m constantly exposed to different ways of working and leading, and that’s been an education you can’t get from a textbook.
